The nearshoring phenomenon (the relocation of production lines to consumer centers) has captured global attention, but in the words of Daniel Rodríguez, Director of Compliance at Uber Freight in Mexico, it is still perceived as “a phantom” that is talked about more than it actually happens.
During the panel “Mexico Facing Global Trade Uncertainty ,” organized by the #SoyLogístico Association , industry experts agreed that beyond the term, what is relevant is the actual relocation trend and Mexico’s ability to respond to its implications.
Claudia Ávila, Head of Customs Attention and International Affairs at Mexico’s National Customs Agency (ANAM) , proposed abandoning the overuse of the term nearshoring and focusing on the more tangible concept of productive relocation.
He explained that this is not a recent response to the pandemic, but rather a logical evolution after decades of offshoring that began in the 1980s with the opening of trade.
“Long-distance production already presented risks back then. Cheap is expensive,” he said.
With events like the 2011 tsunami in Japan, which severely impacted the automotive industry, or the trade war between the United States and China, the need to have nearby suppliers became strategic.
Furthermore, relocation is no longer just a response to physical proximity, but also to political and value affinities, which has given rise to terms such as friendshoring or allyshoring .
Despite internal challenges such as security, energy infrastructure, and specialized talent, Claudia Ávila emphasized that Mexico remains attractive due to its geographic location, preferential access to more than 50 countries via free trade agreements, and a functional logistics network.
“Compared to Latin America, Mexico has undeniable advantages. But we must also assume our share of responsibility from the private sector,” he noted.
Hugo Villicaña, Brose Group ‘s transportation manager under the USMCA , supported this vision based on his experience in the automotive industry.
He highlighted how, following the pandemic, many companies began strategically reviewing their supplier base to avoid further disruptions.
“We need more strategic investment to strengthen local industrial ecosystems. Not everything can fall on the private sector,” he warned.
Technology and AI, the new backbone of logistics
Dan Marcus, head of international trade at PepsiCo Mexico Foods , shared the company’s experience implementing a transportation control tower that monitors more than 30,000 trips per month in real time.
“This allows us to detect problems before they become serious and make focused, rather than reactive, decisions,” he explained.
Marcus insisted that true transformation occurs when technology is combined with robust processes and skilled talent.
“The formula is clear: people, processes, and technology,” he said.
In addition, he highlighted the implementation of WMS ( Warehouse Management System ) systems in warehouses to improve efficiency in key tasks such as picking .
Claudia Ávila emphasized that AI and technologies like blockchain should be used not only to optimize processes, but also to ensure regulatory compliance, traceability, and risk mitigation.
“The robot alone doesn’t do anything. If we don’t feed the systems with clear data and defined processes, there won’t be any results,” he warned.
At the customs level, he emphasized that Mexico leads Latin America in interconnecting agencies through the Single Window , and that ANAM is working to establish its own systems, with the goal of greater autonomy from the SAT.
Both Dan Marcus and Hugo Villicaña agreed that Mexico has a strength that sometimes goes unnoticed: resilience.
“We’re used to adapting to political and economic ups and downs. The important thing is not to be paralyzed by change, but to plan for scenarios and have responses ready,” said Villicaña.
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