In a period of six months, Nissan completed one of the most important industrial transformation projects of its operation in Mexico: the consolidation of its manufacturing activities in Aguascalientes , which involved moving more than two thousand pieces of equipment from Argentina, reorganizing its supply network and adapting the logistics and production infrastructure.

At the conference “Driving Mexico with clarity, speed and local excellence”, within the framework of Automotive Logistics & Supply Chain , Dayan León, deputy director of Spare Parts Logistics at Nissan Mexico, highlighted that the operation represented a challenge that initially seemed impossible to execute in the available time.

However, the coordination of more than five thousand people allowed simultaneous progress in the transfer of machinery, the construction of facilities and the preparation of production lines.

One of the main challenges was mobilizing the industrial assets from Argentina in just 53 days. To achieve this, Nissan organized the shipment of more than 500 containers and developed special packaging schemes to protect the equipment and facilitate its subsequent installation in Mexico.

The logistics operation accumulated around 6.4 million kilometers of travel, from the first shipment to the arrival of the last piece of equipment at the plant.

The project also included the transfer of equipment from CIVAC , Morelos, following the scheduled closure and as part of the strategy to concentrate vehicle production at the Aguascalientes complex.

A more integrated supply chain

The transformation wasn’t limited to moving machinery. Nissan had to rethink its supply chain , from supplier integration to vehicle distribution and the supply of materials to the production lines.

In this process, around 190 suppliers from Mexico, the United States, Asia, and Europe were integrated, with the goal of building a more flexible and resilient network, Dayan León emphasized.

Modifications were also made to the facilities to streamline the movement of materials. These included the addition of 13 new loading docks and four additional suppliers within the plant—an integration that, according to the specialist, typically takes around a year but was completed in six months.

Spaces were also set up to maintain backup inventories and respond to possible supply disruptions .

The infrastructure upgrade covered more than 120,000 square meters, in addition to the reorganization of internal material flows and production areas, with a vision for growth and scalability in the coming years.

Another significant change was the way the project was executed. The Japanese company modified its decision-making processes, delegated responsibilities, and strengthened trust between work teams and suppliers.

The strategy allowed activities that are normally carried out consecutively to be carried out in parallel, while the production operation continued to work at its maximum capacity.

The executive highlighted that the project was primarily the result of Mexican engineering and talent , with the collaboration of international teams and supplier companies that participated in the various stages of the transformation.

The consolidation of operations in Aguascalientes is part of Nissan’s global strategy to improve its production efficiency, optimize resources and strengthen its competitiveness.

For the company, the challenge now is to leverage the infrastructure and the new configuration of its supply chain to respond to future market needs and maintain Mexico as a strategic platform within its global manufacturing network.

The executive concluded that the commitment goes beyond an industrial reorganization: it seeks to build long-term relationships and promote an operation capable of contributing to the development of the Mexican automotive industry in the coming years.

According to the Administrative Registry of the Automotive Industry of Light Vehicles (RAIAVL) , published by the National Institute of Statistics and Geography (Inegi) , Nissan manufactured 433,610 units during the period January-October 2026, which meant a drop of 24.3% compared to the same cycle of 2025, when it manufactured 572,928 units.

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