Artificial intelligence (AI), digitalization, and generational change are transforming logistics, but the real challenge for organizations no longer lies solely in adopting new technologies, but in developing leaders capable of connecting people, developing talent, and building more collaborative supply chains.

Under this premise, the panel “The chain is also led differently” was developed , held during the 100 Women of Transport and Logistics 2026 event , organized by Grupo T21, where specialists agreed that leadership is evolving towards a model where influence, collaboration and the human factor are as relevant as technological innovation.

Moderated by Ana Laura Salazar Tello, Head of Intermodal Maritime at CPKC Mexico , the panel brought together María Lourdes Casal, VP Supply Chain Mexico at Mondelēz International ; Brendali López, Marketing Director at Samsara ; and Alix Cruz, Director of Technology and Innovation at Ferrovalle .

One of the first topics addressed was the need to strengthen collaboration among all actors in the supply chain . The panelists pointed out that operations are no longer dependent on a single company, but have become ecosystems where manufacturers, carriers, technology providers, insurers, and customers must share information to respond to an increasingly complex environment.

In that regard, Brendali López stated that “a single company rarely solves a complex problem on its own .” She explained that today, the resilience of supply chains depends on the ability to build collaborative networks that allow for jointly addressing challenges.

This vision must also be transferred within organizations, where logistics and supply chain areas can no longer be seen solely as operational functions, but as an integral part of the business to meet the company’s objectives, said María Lourdes Casal.

Another key topic of discussion was the advancement of AI and its impact on decision-making. While acknowledging that these tools streamline processes, analyze large volumes of information, and increase organizational responsiveness, they emphasized that sound judgment will remain a human responsibility .

“AI answers questions, but it is the leaders who ask the right questions,” Brendali López pointed out. She emphasized that these tools should enhance analytical capabilities and response speed, but never replace the judgment of those who lead organizations.

Along the same lines, Alix Cruz explained that the main challenge for companies is not the technology itself, but rather the organizational culture needed to adopt it. She considered it essential to create environments where people can experiment with new tools without fear of making mistakes, and to provide special support to those facing these changes with greater uncertainty.

The experts agreed that this technological transformation also requires redefining leadership . Rather than concentrating knowledge or having all the answers, leaders must create spaces where teams can collaborate, learn, and develop solutions together.

For María Lourdes Casal, current leadership involves assuming a different role within organizations.

“Today, leading differently would mean being bridge builders or enablers ,” he stated.

He commented that the role of managers is to create the conditions for people to find solutions and develop their potential.

The conversation also touched on talent. The panelists indicated that attracting and retaining employees is one of the biggest challenges for companies, particularly among younger generations who seek organizations where they can develop professionally, contribute ideas, and find purpose.

Casal explained that Mondelēz Mexico’s supply chain includes around six thousand employees , which requires generating mechanisms that allow listening to their needs and creating spaces to promote their professional development.

As an example, Alix Cruz shared the experience of Ferrovalle, where they implemented a Pitch Day , an exercise aimed primarily at young collaborators to present proposals focused on solving real challenges of railway operation.

Through mentoring, teams receive support to strengthen their projects and demonstrate that their ideas can become initiatives with an impact on the organization.

These types of initiatives allow new generations to feel heard, understand the purpose of their work, and find greater opportunities for growth within companies.

During the question and answer session, they also reflected on female leadership in an industry that has historically been dominated by men. While acknowledging the progress made in recent years, they agreed that the next step is for the presence of women in leadership positions to cease being an exception and become commonplace.

According to the 2024 Annual Transportation Survey (EAT) by the  National Institute of Statistics and Geography (Inegi) , the percentage of women working in the transportation sector and related services in Mexico increased from 20.8% in 2023 to 21.4% in 2024 , reflecting progress, although still incipient.

In that sense, they called for strengthening support networks among women , sharing experiences, opening opportunities for new generations, and exercising leadership that promotes the growth of other profiles within organizations.

They concluded that the greatest legacy will be to pave the way so that, in the future, talking about female leadership will no longer be a topic of discussion, but a reality fully integrated into the logistics industry.

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

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