Amid growing trade tensions and on the eve of the review of the United States-Mexico-Canada Agreement ( USMCA) , the Mexican automotive sector faces one of the most complex and, at the same time, decisive moments in its recent history.

During the conference “State of the Mexican Automotive Sector: USMCA, Tariffs and Statistics” , Alberto Bustamante , president of the National Agency of Suppliers of the Automotive Sector (Anapsa) , outlined a scenario in which US tariff pressure, the tightening of trade rules and, at the same time, a window of opportunity to consolidate Mexico as a global power converge.

The starting point was that Mexico is no longer a secondary player . With exports to more than 100 countries and a production of around 4.2 million vehicles per year, the country has consolidated its position as the second largest manufacturer in North America, surpassing Canada, whose market share has been steadily declining.

For Bustamante, this change is not a coincidence, but the direct result of trade integration since 1994.

“The only winner has been Mexico,” he stated.

However, the sector’s importance is not limited to production volume. The automotive industry accounts for approximately 22% of the country’s manufacturing employment and has built a supply network that provides over 900,000 direct jobs in auto parts.

This ecosystem not only supports the assembly plants, but also multiplies the economic impact, so that for every job in an assembly plant, multiple positions are generated in the supply chain.

The true weight of the sector is reflected in its trade balance. With a surplus of nearly $108 billion , the automotive industry surpasses, even combined, industries such as remittances, tourism, and oil.

This strength is largely explained by Mexico’s strategic role as a supplier of auto parts to the United States. Today, 43% of U.S. imports in this sector come from Mexico , an advantage that places the country well ahead of other partners like Canada.

This interdependence has generated a stark reality: no internal combustion engine vehicle in the United States can be manufactured without Mexican components.

Each unit produced in that country incorporates, on average, more than $10,000 worth of auto parts from Mexico .  But this very importance is what has placed the sector at the center of the trade dispute.

Heading towards the USMCA review

Ahead of the trade agreement review, the United States is seeking to tighten the rules of the game. The proposal includes raising the regional content requirement for vehicles from 75% to 85% , requiring that at least half of the components come directly from U.S. territory, and strengthening labor provisions.

This is in addition to a broader strategy aimed at reducing dependence on Asia, particularly China.

Meanwhile, the tariff environment has become more aggressive. Although the USMCA allows for exports with preferential rates, various measures implemented by Washington have resulted in tariffs of up to 25% for certain vehicles and components, especially those with high steel, aluminum, or copper content.

“The automotive sector is in the eye of the storm,” Bustamante warned.

Mexico, for its part, has begun to take measures following the same geopolitical logic. The imposition of tariffs of up to 50% on products from countries without trade agreements , particularly China, seeks to strengthen regional integration.

However, the industry has expressed concerns when these measures affect essential raw materials for manufacturing, such as plastic, which could increase the cost of local production.

In this context, the upcoming review of the USMCA, which will formally begin in July, is shaping up to be a turning point. Anapsa is calling for ensuring conditions of certainty and protecting the sector from unilateral measures.

Among the proposals, the signing of parallel agreements to protect the automotive industry from new tariffs stands out, as well as the strengthening of the rule of law and security, factors that directly affect competitiveness.

Despite the adverse environment, the diagnosis is not pessimistic; on the contrary, Bustamante anticipated that Mexico is heading towards a new stage of expansion.

In the coming years, the country could position itself as the world’s fourth largest producer of light vehicles and the third largest in auto parts, driven by greater regional integration and new investments, many of which, he assured, are already taking place, although with less public visibility.

“Turbulent times are coming,” he acknowledged.

But he also made it clear that the sector has built a solid enough foundation not only to withstand the strain, but to grow.

The Mexican automotive industry, which took more than two decades to consolidate, now faces its next big test: adapting to a more restrictive environment without losing its place as one of the country’s economic pillars and an indispensable partner for North America.

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During 2025, auto parts, accessories, batteries, tires, and corn were the most stolen products in rail transport in Mexico, according to the Agency of Trains and Integrated Public Transport (ATTRAPI) .

According to data from the agency, the five states with the most robbery incidents during the period were Coahuila, Aguascalientes, Guanajuato, Sonora, and Sinaloa .

However, ATTRAPI highlighted that, as a result of actions taken in railway security, reports of railway robbery decreased by 6.8% in 2025 compared to 2024 .

He specified that from January to December 2025, four thousand 002 theft reports were filed compared to the four thousand 298 filed in the same period.

The industrial products group accounted for 79.10% of the total theft reports, followed by agricultural products, with 18.31 percent.

Regarding product or cargo theft, the most affected subgroups during the period were:

• Other industrial products, with 21.04% of the total reports.
• Consumer goods, with 17.22 percent.
• Auto parts, with 16.83 percent.
• Grains, seeds and their derivatives, with 13.48 percent.

The agency stated that within the subgroup of other industrial products, accessories accounted for 59.23% of the reports. In the case of consumer goods, batteries accounted for 41.61%.

Meanwhile, within the auto parts subgroup, tires were the most frequently stolen item , accounting for 94.37 percent of thefts. For grains, seeds, and their derivatives, corn was the most stolen product , representing 57.98 percent of reported thefts.

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The National Auto Parts Industry (INA) highlighted the close link between auto parts production in Mexico and the evolution of the automotive market in the United States, the main destination for components manufactured in the country.

In this context, Julio Galván, manager of Economic Studies at INA, indicated that, despite a challenging environment during 2025, October marked a historic high in the production of auto parts , reaching a value of 10 billion 573 million dollars (mdd) , which represented a growth of 1.52% compared to September.

Speaking about the cumulative figures from January to October, Galván detailed that production reached $99.816 billion , representing a 3.75% contraction compared to the same period in 2014. Even so, he highlighted the sector’s ability to adapt to a volatile global environment, while also emphasizing that October’s data shows favorable trends that could positively influence the year-end performance.

He explained that the performance of the auto parts industry is closely tied to the performance of the U.S. automotive market , both in terms of production and sales, which directly impacts the demand for Mexican components. “The relationship between vehicle production and auto parts production is directly proportional,” Galván explained, emphasizing that fluctuations in the United States have immediate effects on local production.

Galván also presented figures on Mexico’s participation as a supplier of auto parts to the U.S. market. He noted that in October, Mexico’s share of total auto parts exports to the United States reached 46.25% , the highest level on record, and that in the January-October period of 2025, that proportion stood at 43.38% , reaffirming the importance of the Mexican industry in the regional supply chain.

When breaking down production by product type, he mentioned that the five main categories —electrical parts, transmissions and clutches, fabrics and carpets, engine parts, and suspension and steering— constitute 53% of the total value of auto parts production in Mexico.

He also highlighted the geographical distribution of the industry: 43.9% of production is concentrated in the north of the country , followed by the Bajío region with 36% and the central zone with 15.1% , reflecting the productive dispersion and the strategic importance of different states for the sector.

Regarding challenges and opportunities for 2026, Galván stressed that interdependence with the US market will be a key factor , as will the changes in commercial and productive dynamics expected for next year.

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The Mexican automotive industry is going through a decisive moment. In the discussion “Accelerating the Automotive Industry: Challenges and Opportunities ,” organized by Mundi , industry leaders analyzed the effects of the current situation, the revision of the United States-Mexico-Canada Agreement (USMCA) , and the challenges that the transition to electromobility will bring.

Gabriel Padilla Maya, general director of the National Auto Parts Industry (INA) , emphasized that Mexico remains the world’s fourth-largest producer of auto parts , behind only China, the United States, and Japan.

Since the USMCA came into force in 2020, he said the country has consolidated a model of advanced manufacturing and regional integration that now supplies 43% of the parts and components the United States requires to manufacture vehicles.

However, he acknowledged that the industry is facing a “setback,” reflected in the 7% to 8% drop in performance in the first half of 2024 compared to 2023.

The expectation, he added, “is to resume growth after the treaty review in 2026, with an expansion horizon starting in 2027, provided Mexico manages to strengthen its supply chain and integrate more small and medium-sized enterprises (SMEs) as Tier 1, 2, and 3 suppliers.”

From the National Chamber of the Transformation Industry (Canacintra) in Querétaro, Daniel Romero agreed that electromobility is one of the biggest challenges.

He noted that, in addition to charging infrastructure, the country must develop its supply chain for batteries and critical materials such as lithium, cobalt, and nickel. He warned that the USMCA will impose pressures to increase competitiveness compared to Asia and Europe, and emphasized that logistics and security costs remain a challenge for attracting new investment.

For her part, Elisa Crespo, executive president of the Metropolitan Automotive Cluster (CLAUT) , highlighted the sector’s resilience during the COVID-19 pandemic and in the face of recent disruptions.

He mentioned that more than 50% of companies implemented technical shutdowns in 2024, in coordination with unions, which helped preserve jobs. He also emphasized “the need to strengthen training and continuing education as key instruments to attract investment and maintain competitiveness.”

The analysis also included the views of Guillermo Bernal, a representative of the American Chamber of Commerce (AmCham) , who stated that the USMCA “is more alive than ever” and that the current review should be viewed as an opportunity to modernize the treaty.

He emphasized that the private sector must speak with one voice, strengthen regional integration , and ensure that competitiveness vis-à-vis Asia is maintained through clear rules of origin and greater use of the North American market.

Participants agreed that the negotiation of tariffs with the United States and the definition of rules of origin will be crucial for the immediate future.

At the same time, they emphasized that the Mexican industry must invest in technological innovation , digitalization, and the development of specialized talent to consolidate its position as the region’s automotive hub .

The discussion made it clear that uncertainty will continue to plague the industry, but also that Mexico has a solid foundation to turn challenges into a platform for opportunities.

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The proposal, included in the 2026 Economic Package and announced by Marcelo Ebrard, head of the Ministry of Economy (SE) , comes at a time when companies are facing rising costs, competitive challenges, and pressure to renew their fleets.

The initiative proposes reforming various tariff sections of the Tariff Schedule of the General Import Tax Law , the purpose of which is to increase the most-favored-nation tariffs applicable to the import of various goods, including auto parts and vehicles, explained Luis Miguel Jiménez, partner in the International Trade practice at the law firm Von Wobeser y Sierra .

For auto parts, tariffs are expected to range from 10% to 50% of the customs value, while for vehicles the tariff would be 50%.

“Only those products whose tariff fraction is listed in the proposed modification would be affected,” he told T21.

The list includes three sensitive items: auto parts, finished vehicles, and raw materials. Within this framework, utility vehicles and heavy trucks will not be taxed in this first package , which represents a respite for the auto transport industry, commented Alberto Bustamante, general director of the National Agency of Suppliers of the Automotive Sector (ANAPSA) .

Impacts to come

The consequences would be far-reaching. Vehicles and auto parts from countries without a trade agreement with Mexico would become more expensive, as the tariff increase would be passed directly on to consumers, explained Luis Miguel Jiménez.

The scenario could be even more drastic for Asian-origin units , which would lose competitiveness or even exit the market, reducing the diversity of available options and affecting the quality-price ratio. In this context, used cars would gain ground, also pushing up their values, he emphasized.

Furthermore, in the aftermarket, 85% of the auto parts consumed in Mexico come from China , which is necessary to keep a fleet of 85 million vehicles on the road , according to Alberto Bustamante. Since there is insufficient local production capacity, imposing a tariff on these parts without industry consensus would directly affect the availability of spare parts in the country , he noted.

Fractions included in the proposal

The measure’s purpose goes beyond revenue collection. According to the Ministry of Finance and Public Credit (SHCP) , the implementation of the new tariffs would generate 255 billion pesos in 2026 , which would represent 97 billion pesos more than expected this year in import revenue.

The goal, explained Marcelo Ebrard, is to curb the entry of products below reference prices and protect approximately 320,000 jobs linked to the automotive industry .

The debate is taking place in an international environment marked by trade tensions. The World Trade Organization (WTO) requires the same rate to be applied to all countries without a free trade agreement, while in the United States, President Donald Trump has insisted that his partners in the United States-Mexico-Canada Agreement (USMCA) raise barriers against Asian products.

With Morena’s legislative majority, approval in the Union Congress seems assured, and if approved, the new tariffs would take effect 30 days after their publication in the Official Gazette of the Federation.

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In a rapidly changing automotive market, the auto parts sector faces a scenario where adaptability has become an essential requirement for survival and prosperity, according to Macario Schettino, professor and panelist at the first Apymsa Business Mobility Summit .

In an interview with T21, Schettino warned (referring to light vehicles) that the change in the Mexican vehicle fleet , with lags in some areas and progress in others, not only opens up new possibilities but also increases risks.

“We are experiencing a major transformation in everything related to vehicles, which requires the auto parts sector to have greater flexibility to make appropriate decisions. The vehicle fleet in Mexico reflects this duality: lags in some areas and significant progress in others,” he noted.

He explained that uncertainty plays a dual role: it represents risk, but also a window of opportunity.

In the case of heavy vehicles , he acknowledged that the decline in imports, exports, and sales hit the industry hard.

“Heavy vehicles pose a problem: imports, exports, and sales—in other words, the entire market—have collapsed. That’s good news for auto parts dealers because there will be more heavy vehicles to supply, right? But in the medium term, this is a huge tragedy,” he emphasized.

For the analyst, recovery will depend on manufacturers and suppliers adjusting their production and operating logic to the new market conditions.

Only in this way will they be able to capitalize on the opportunities offered by an environment as changing as it is uncertain, where agility and strategic vision will make the difference between growth and falling behind.

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In Mexico, the auto parts market is supported by a fleet that already exceeds one million units , the maintenance of which represents a value of billions of pesos annually, according to Eric Blasco, commercial director of Apymsa , one of the largest auto parts chains. 

It’s a vital sector for the productivity of companies that depend on their fleet of vehicles to move goods and people, and where each component can define the pace of operations. 

But the challenges are no small feat. Adding to the pressure to reduce costs is the entry of auto parts that don’t always meet quality standards. While they may prove to be cheaper, they can lead to costly failures: from roadblocks to recalls that disrupt the supply chain. 

In the face of competition, the difference lies not only in price, but also in the provider’s ability to guarantee availability, technical support, financing, training, and response times nationwide. 

In this scenario, Apymsa , which has nationwide coverage and standardized prices for its customers in any workshop, seeks to go beyond selling spare parts. 

Their offering includes specialized field consulting, centralized account management, and support that allows companies to keep their fleets moving with minimal disruption. 

With this focus, Apymsa will hold its first Business Mobility Summit on August 15, 2025 , a meeting designed as a value-added space for key clients from different segments: companies with their own fleets, large transporters, and passenger operators. 

Around 100 guests are expected to participate, including companies such as Lala , Castores and Estrella Blanca . 

The program will address two major industry challenges: fleet productivity and profitability. Participating experts include Macario Schettino , who will discuss financial strategies for vehicle renewal; Roberto Aguilar , who will discuss financial protection in the face of fuel volatility; and José Gutiérrez , who will share key indicators for smart spare parts management. 

One of the key moments will be a panel with Apymsa clients , who will present firsthand the challenges of availability and profitability, as well as the solutions they have found in areas such as lockers and maintenance. 

This direct feedback seeks to generate an open dialogue that allows for identifying areas for improvement throughout the value chain. 

The Summit will also be the stage for the presentation of new product lines, such as TermoFuel HD , OEM-quality sensors highly sought after by customers, and the Safety family , designed for operations that demand high safety standards. 

In addition, familiar pieces from the portfolio will be on display , allowing attendees, many of whom hold management or decision-making positions, to have direct contact with the quality of the products. 

Apymsa ‘s offering goes beyond supply. Through Autex Academy , the company provides technical training in both in-person and virtual formats, tailored to the specific needs of each client. 

These courses have allowed, for example, a reduction in battery consumption by up to 30% through good rotation practices, or a refresher course for mechanics in anticipation of the arrival of new models, including those from China. 

More than a commercial showcase, the event seeks to recognize the partners who have supported the company for more than four decades. These are clients with whom it has tested products directly in their operations, subjecting them to the real stress of the road before launching them on the market. 

For Apymsa , this first Summit will be a meeting point where it can share experiences, build alliances, and reinforce a common goal: ensuring that no fleet is held up due to a lack of timely, quality spare parts. 

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The automotive brand Jetour Soueast México continues to strengthen its operations in the country, with a firm commitment to after-sales service and the consolidation of its logistics infrastructure.

This was expressed by Osvaldo Ramírez, the company’s Logistics Manager, during a message in which he celebrated the progress of its distribution center in Estafeta and reiterated the brand’s commitment to the Mexican market.

Jetour currently has a warehouse of over four thousand square meters (m2), housing more than 120,000 parts in inventory. The goal for this year is ambitious: to reach 170,000 spare parts available , with the aim of effectively supporting both distributors and end customers in the event of any eventuality.

“Customers are no longer just looking for a product with quality and technology; they’re now much more focused on after-sales service. That is, if they’re involved in a collision or need a repair, the first thing they ask is: how quickly can they get me the part? And that’s what we’re working to guarantee,” Ramírez explained in an interview.

Since its arrival in Mexico, Jetour has experienced sustained growth in both its dealer network and its model portfolio. In response to this development, the company implemented a second phase of expansion of its warehouse, originally 2,000 m2, and is already preparing for a third phase in the coming months.

“The goal is to have enough parts, both maintenance and collision, to service not only current vehicles but also new models coming soon. This year we will launch two new products, and next year we will launch at least three more,” he said.

Osvaldo Ramírez also highlighted the key role of his strategic allies in logistics.

“It wasn’t easy to find a supplier with real experience in spare parts and the automotive industry. Therefore, the partnership with Estafeta has been essential to operating efficiently and building trust with our customers,” he emphasized.

For Jetour Soueast Mexico, after-sales service isn’t just an added value; it’s an essential pillar of its offering.

“We are very proud of our team’s work. This is just the beginning of a very important journey for the brand in Mexico,” he emphasized.

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At the heart of one of its most advanced facilities, Estafeta opened the doors of the San Martín Obispo III logistics center in the State of Mexico to welcome representatives from the national and international automotive industry. The center aims to share its experience, specialized logistics capabilities, and vision for the future.

Griselda Hernández Fábregas , Commercial and Marketing Director of Estafeta, highlighted the importance of the meeting as a space to generate synergies in a key sector for the Mexican economy.

“This logistics center is one of our pillars for automotive solutions. This is where the magic happens,” he said.

With more than four decades of experience and 13 years operating a network specialized in the distribution of spare parts , Estafeta has consolidated a visible, fast, and reliable logistics solution for the sector.

An example of this was the project that won the 2019 National Logistics Award “Galardón Tameme,” developed for Volkswagen . The challenge was to deliver 85% of spare parts the next day to 278 dealerships in 114 cities across the country.

The solution included packaging redesign, automated cargo reconciliation, full traceability, specialized software , a dedicated contact center, and on-site visits prior to each delivery point.

The result was a reduction in late deliveries, a 88% drop in complaints, and savings of more than 25 million pesos per year . The parent company in Germany recognized the project as an international success story.

Estafeta has more than 13,000 employees, 128 operational centers, and four strategic logistics hubs —including the recently automated one in Cuautitlán, State of Mexico—in addition to its own air fleet with six Boeing 737-400 aircraft and more than 7,500 ground vehicles.

Its strategic warehouses operate 24/7 in 40 cities, enabling deliveries in less than two hours, utilizing a network exclusive to the automotive industry. Furthermore, its last-mile network and alternative collection points allow for flexibility, coverage, and efficiency.

With a total area of 18,000 square meters (m2), of which almost 12,500 m2 are built, Estafeta’s automotive logistics center in San Martín Obispo III addresses the complexities of the automotive sector.

This facility was designed to provide storage, distribution, and handling solutions for spare parts and auto parts with high standards of precision and speed.

The center offers comprehensive services ranging from freight forwarding to reverse logistics , including in-line and bulk operations, tailored to each client’s specific requirements. Its capabilities include detailed inspections, volumetric measurement, data control and traceability, as well as picking and packing operations .

To ensure operational quality, key indicators such as dock-to-stock time, inventory accuracy, and OTIF (On Time In Full) delivery compliance are monitored, allowing for process optimization and ensuring high levels of service.

This infrastructure, combined with an automated management system and specialized personnel, as well as a Blue Yonder warehouse management system (WMS) , allows Estafeta to offer a comprehensive logistics solution that meets the demands of the national and international automotive industry.

Challenges and opportunities in the automotive industry

During his address, Hernández Fábregas highlighted that the automotive sector represents more than 20% of the manufacturing Gross Domestic Product (GDP) and 4% of the national GDP , consolidating Mexico as a global power in the production and export of vehicles and auto parts.

Faced with this scenario, he mentioned challenges such as the early review of the Treaty between Mexico, the United States and Canada (T-MEC), the need for infrastructure to promote the relocation of production lines ( nearshoring ), the advancement of electromobility , and the effective implementation of Plan Mexico .

“We firmly believe that the country has the capacity to overcome these challenges,” he stressed.

Jetour, a success story

As part of the expansion of its operations in the country, Jetour Soueast Mexico announced that its distribution center now has more than 120,000 spare parts in inventory.

This logistical capacity, key to ensuring competitive after-sales service, has been made possible thanks to its alliance with Estafeta.

“Since we arrived in Mexico, we knew that one of the biggest challenges was building trust with our suppliers and customers. To achieve this, we needed a logistics partner who understood the complexity of the automotive sector,” explained Osvaldo Ramírez, Logistics Manager at Jetour Soueast México.

Estafeta, with its experience in spare parts management and specialized logistics solutions, was the chosen partner to face this challenge.

“It wasn’t easy finding a supplier that combined operational capacity, industry knowledge, and automotive supply chain experience. Estafeta has been key in ensuring the availability of spare parts in optimal time,” Ramírez added.

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TIJUANA, BC – It’s no easy feat; it’s almost an art, where every part has a place and every second counts. Manufacturing a tractor-trailer in Mexico goes far beyond assembly; it involves coordinating thousands of components, suppliers spread across different countries, and customs routes with precision.

Everything happens under constant pressure, where any error can bring the supply chain to a standstill. In the Cali-Baja region , this complexity is multiplied: here, the automotive supply chain is forced to react with surgical precision in an environment that changes daily.

During the second day of the Transport and Logistics Meeting (ETYL) CALI-BAJA , at 9:30 a.m. the panel ” Automotive Logistics ” began.

At that hour, attendees were preparing to hear firsthand from those on the operational front facing one of the country’s greatest logistical challenges : moving, supplying, and delivering custom-made heavy vehicles from Mexicali to the rest of Mexico, the United States, and Latin America.

Five key industry voices discussed the operational complexity of moving cargo vehicles. On stage were Alfonso Millán, Operations Manager at Mexlog ; Rodrigo Treviño and Javier Valadez, Director of Purchasing and Supply and Director of Operations at PACCAR México , respectively; Carlos Ceballos, President of SDL Group ; and Didier Ramírez, Editorial Director of Grupo T21 , who also moderated the panel.

They all shared a common conclusion: automotive logistics requires precision and strategic vision . The conversation quickly turned technical. Treviño opened with a statement:

“Each truck has nearly two thousand parts. Our plant produces eight different models, with five emission levels, and serves markets from North America to the Andean region. The complexity isn’t just geographical; it’s systemic,” he explained.

PACCAR operates under the build-to-order model , meaning each truck is produced by name and surname, according to the customer’s order. Treviño explained that they currently produce 65 units per day from Mexicali, although in 2024, a record year, they will reach 83 .

“Seventy percent of the components we use come from the United States and Canada. That leaves us with just 17 days of visibility for our suppliers to react,” Treviño explained. This critical window includes the average four days of land transit to the border.

He indicated that to manage such a large-scale operation, the plant relies on a last-mile strategy and key logistics alliances.

Carlos Ceballos, for his part, illustrated the point with an eloquent metaphor: “We must be like Mr. Elastic from the Fantastic Four movie. Expand, contract, adapt to change. It’s not just about receiving and delivering material; it’s about managing uncertainty every day.”

Alfonso Millán of Mexlog described the growth his company has experienced: from moving two thousand units a year three decades ago, today they move a thousand per day.

“Mexlog was born to solve the problem of moving trucks across the country. Today we work with Kenworth, Freightliner, International, Volvo, and also light vehicles like the Tacoma and Bronco,” he said.

Its operation includes the use of godmothers and the transfer of units in three- and four-horn configurations, in addition to alliances with companies that provide artificial intelligence monitoring services for its nearly 800 operators.

Millán also highlighted the implementation of driving simulators and a 24/7 monitoring system.

“Our method is simple: 1-2-3 every day. If you don’t systematize your operation, you end up putting out fires all the time,” Millán reflected.

PACCAR’s Javier Valadez emphasized that the company is not only committed to electric technology , but also to decarbonizing its operations.

“We need to stop thinking only about electrification. The real challenge is decarbonization. And that involves efficiency, emissions reduction, and redesigning supply chains,” said Valadez.

In this regard, he noted that an electric vehicle can have up to 40% fewer components than an internal combustion engine, which requires significant logistical adjustments.

The panelists agreed that the future of automotive logistics will depend on the sector’s ability to adapt to an increasingly regulated, demanding, and competitive environment.

Committing to regional content, traceability, regulatory compliance, and technological solutions is no longer optional, but a prerequisite for remaining in the market. Operational flexibility, precision in every movement, and the commitment of logistics teams are consolidated as pillars of a business model tailored to the client and with no room for error.

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