“It’s Jüsto to continue for Mexico. Very soon, back in your home,” is the message that Jüsto , the Mexican online supermarket startup, displays on its website. This comes after Grupo Omni announced the acquisition of Jüsto USA and its reopening , just weeks after the company ceased operations on December 15, 2015 .
With the backing of investors such as General Atlantic and FEMSA , along with other funds already present in Jüsto, and after validation by HSBC , the operation was able to be completed and give way to the resumption of the service, which does not yet have a specific date.
Jüsto’s rise was closely linked to the COVID-19 pandemic, a period in which the demand for home-delivered essential goods skyrocketed. With a model that eliminated physical stores and intermediaries, the platform focused on selling and delivering groceries directly to consumers using proprietary technology, micro-fulfillment, and intelligent inventory management systems.
Since its founding in 2019, Jüsto has raised over $300 million in venture capital , with rounds led by some of the world’s most sophisticated funds. These include a Series B round of approximately $152 million , led by General Atlantic; a Series C round of $70 million , which combined equity and debt; a Series A round of $65 million ; and previous seed rounds.
However, on December 15, 2025, the company announced the definitive cessation of operations , citing a combination of financial, operational, and strategic factors. “We have made the difficult decision to cease operations of Jüsto ,” the company stated at the time, thanking customers, producers, and collaborators for having trusted in a model that promised to transform the supermarket shopping experience.
Beyond the financial analysis, the Jüsto case exposed deep tensions in the logistics operation and in the relationship with suppliers and operators .
A former employee in the operations area told T21 that the closure also reflected accumulated internal challenges , from an organizational culture with little focus on talent development to inventory management that never managed to stabilize.
“Despite the investment in technology, out-of-stock products and losses remained high. There were weeks with losses of up to 700,000 pesos due to mismanagement,” explained the source, who added that the waste was considered a tolerable cost since it came from investment capital.
The impact extended to suppliers. Andrea Rodríguez , commercial director of Todo Marisco , recounted on her social media that the company was an active supplier to Jüsto, fulfilling agreements, absorbing discounts, and participating in promotions. However, at the time of the closure announcement, there were outstanding invoices , no prior communication, and since then, no operational contact channel has been established.
“ There’s talk about the business model, but little about the real impact on the supply chain . The supplier is usually the last one considered,” Rodríguez warned, emphasizing that behind the collapse there are companies, people, and concrete consequences.
The discontent was also expressed from the last-mile logistics sector . Óscar Barrera , founder of MOVE , criticized on social media the way suppliers who sustained daily operations were treated.
Barrera stated that, days before the closure, Jüsto requested more units due to supposedly high demand , later attributing it to a “system error,” while internally, employee layoffs were already underway. He even claimed that investors had been visiting the distribution center a week before the closure.
“Running away while leaving millions in debt is neither strategy nor bad luck,” he wrote, questioning the founder hero narrative and pointing to the direct impact on drivers and operators, some of whom faced shifts of up to 16 hours a day.
In this context, Grupo Omni’s acquisition of Jüsto and the announcement of its reopening mark a new chapter for the brand. The challenge will not only be to resume operations, but also to rebuild trust with suppliers, logistics providers, and consumers , as well as to rethink a model that proved to be highly capital-intensive and complex to implement in the region.
The Jüsto case offers clear lessons for the ecosystem: technology does not replace a solid logistics operation , talent management is critical, and accelerated growth without profitability has obvious limits.
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