LEÓN, GTO.- The competitiveness of the automotive industry in North America increasingly depends on the ability of its logistics chains to respond to an environment marked by trade uncertainty, economic volatility and technological transformation, specialists agreed on the panel “The automotive logistics world championship is played in North America”.

Within the framework of the second edition of the  Road 2 Logistics Automotive 2026 of the  Industrial Cluster , representatives of the automotive and logistics sector pointed out that the region maintains structural advantages that position it as one of the main manufacturing hubs in the world .

“The United States, Mexico, and Canada are not separated by seas, which gives us a constructive advantage. We have highways, trains, and different means of transportation that allow us to move materials, cars, and finished products much more efficiently,” highlighted Roxana Castro, Transportation Control Manager at BMW Group ‘s San Luis Potosí Plant.

Anna Frank, Vice President of Purchasing at FORVIA Clarion Electronics America, believes that North America has a very favorable integration between logistics, manufacturing, and technological development, which allows it to be one of the most competitive regions in the world. However, she said that there are challenges in the supply chain , “especially connectivity, electrification, sustainability; all of that here we have the precondition to build a very resilient chain.”

In his presentation, Cornelius Goertz, director of PC&L and Aftermarket for Nexteer Automotive Mexico, pointed out that logistics has become the bridge that connects all the links involved in automotive production, from the supply of components to the final delivery of vehicles, and estimated that without this coordination, regional competitiveness would be impossible.

One of the central themes of the panel was the evolution of the just-in-time model , which continues to be fundamental to automotive manufacturing, although it now requires greater flexibility and resilience in the face of supply chain disruptions.

In that regard, Roxana Castro stated that flexibility has ceased to be a competitive advantage and has become an indispensable condition . She explained that companies can no longer focus solely on operational efficiency, but must guarantee the continuity of their operations in the face of any contingency. “We need efficiency, but without jeopardizing the entire supply chain.”

The panelists also emphasized that digital tools and algorithms allow for the analysis of variables that were impossible to manage a few years ago.

The conversation also touched on the role of smart inventories . Unlike traditional models based on static safety stocks, companies are increasingly using dynamic systems that adjust inventory levels according to component criticality, supply source, and market conditions.

“We really need smart inventories, because one component is no longer like another. If it comes from China, it’s different than if it comes from Taiwan, Japan, or any other Asian country. There are digital tools to anticipate and identify critical components, and based on that, we make the decision,” said Anna Frank.

The experts agreed that the strategic use of data allows for risk reduction without compromising efficiency . However, they cautioned that data quality remains a challenge, as decisions based on inaccurate data can impact the entire operation. “Data is key. It’s the most important element for ensuring an efficient supply chain, and therefore, smart inventory management,” Goertz emphasized.

Another key point of the discussion was the changing role of suppliers. The panelists emphasized that simply meeting delivery deadlines is no longer enough to be considered a strategic partner in the automotive industry.

Today, automakers are looking for suppliers that can react quickly to changes in volume, border closures, regulatory adjustments, or logistical disruptions. Adaptability has become as important a criterion as quality or cost.

“Ultimately, what we’re looking for from the supplier is the certainty that the production line will be able to continue normally. That even if there are road closures, changes in rates, or changes in volume, they have that flexibility,” Roxana Castro stated.

Participants emphasized that collaboration between manufacturers, logistics operators, carriers, and suppliers will be crucial to facing the challenges of the coming years.

One of the panel’s conclusions is that North America must strengthen regional integration, invest in logistics infrastructure, accelerate technological adoption, and develop specialized talent to maintain its global competitiveness.

It is worth remembering that in April 2026, exports of light vehicles manufactured in Mexico showed growth, totaling 286,317 units, which meant an increase of 11.4% compared to the same month of 2025, according to figures from the National Institute of Statistics and Geography (Inegi) .

Meanwhile, from January to April of this year, 1,081,948 vehicles were exported, a 4.6% increase compared to the same period last year.  The United States  was the main destination for light vehicle exports, accounting for 76% , or 821,984 units.  Canada followed  with 134,245 vehicles , representing 12.4% of exports. These figures reflect the importance of automotive integration in the North American region.

Comment and follow us on LinkedIn:  @Humberto Cruz Moya  /   @GrupoT21

El cargo Digitalization and resilience are shaping the path for automotive logistics in North America apareció primero en T21.

Amid the review of the United States-Mexico-Canada Agreement (USMCA), tariff pressure, and the phenomenon of nearshoring (relocation of production lines), the North American automotive industry is undergoing a moment of structural redefinition. But beyond the automakers and investment announcements, there is a link that absorbs the first impact of any change: logistics

According to UPS , the transformation of the regional ecosystem has elevated the role of automotive logistics from an operational function to a strategic component of the business.

“Today, logistics is fully integrated with what is happening in the international environment. It is no longer just about moving merchandise; it is a strategic and fundamental part of the industry,” stated Gustavo Olvera, Head of Business Development and Key Accounts at UPS Mexico.

Mexico is part of the world’s largest trading bloc, and the relocation of companies has strengthened its role as a manufacturing hub . However, this integration also entails greater regulatory complexity.

The automotive industry, one of the most impacted by tariff discussions, faces an environment of rules of origin, trade reviews and regulatory adjustments that require more proactive management.

“When regulatory changes are announced, goods are already in transit. Inventories are already planned. Logistics is the first to be impacted,” Olvera explained.

In this sense, customs management, route adjustments, modification of transit times, and multimodal coordination become crucial to avoid disruptions in production.

Multiple cross-links and high integration

The complexity multiplies when you consider that a single automotive component can cross the border up to 17 times before becoming a finished vehicle.

This highly integrated model demands real-time visibility, customs coordination, and multimodal solutions that allow for cargo consolidation, inventory optimization, and risk mitigation in the face of contingencies.

“The industry requires high visibility and responsiveness. In an uncertain environment, having a reliable and experienced logistics partner is key to making strategic decisions,” Olvera stated.

On the other hand, the just-in-time model remains dominant in the industry, but now it coexists with a growing need for resilience.

Customs system migrations, additional inspections, or trade tensions are factors beyond the control of companies, but which directly affect operations.

Looking Ahead

Although the regulatory landscape continues to evolve, the fundamentals of the regional automotive industry remain strong.  The sector maintains year-over-year growth, generates millions of jobs, and is supported by a level of production integration that is difficult to replicate in other economic blocs

“We are part of the strongest economic bloc in the world. If we work in alignment, facing challenges with planning and collaboration, the growth trend should continue,” Olvera emphasized.

In the new North America, automotive logistics is no longer just operational support: it is the first line of defense against uncertainty.

The global automotive logistics market was valued at more than $22 billion in 2025 and is projected to reach $23 billion in 2026, steadily progressing to $41 billion in 2035, according to the consultancy Business Research Insights .

Comment and follow us on LinkedIn: @Jennifer Galindo / @GrupoT21

El cargo Automotive logistics, undergoing structural redefinition in North America: UPS apareció primero en T21.

KIA Mexico celebrates its first 10 years of commercial operations in Mexico in 2025 , and nine years of production operations at its complex located in Pesquería, Nuevo León.

With steady progress in the national market, KIA Mexico achieved a record sale of nine thousand units last September , with a cumulative total of 81,146 vehicles.

The achievements in the market are also reflected in manufacturing activity, where the Pesquería plant has not only diversified its export destinations, reaching regions such as North America, Latin America, the Middle East, Africa, Asia and recently in 2024 to Australia and in 2025 to Europe.

In these milestones achieved by the manufacturing plant in Mexico, logistics operations are key, and for this reason KIA has emphasized consolidating a supplier ecosystem that allows aligning objectives with synchronized and efficient operations.

That is why, since 2024, the KIA Logistics team , headed by Susana Téllez, has organized an annual event called the “KIA Logistics Summit” , where they bring together the main logistics providers, such as customs agents, shipping companies, port terminals, transport companies, among others.

Therefore, Young Sam Kim, president of KIA Mexico, opened the activities of the Logistics Summit 2025 at the KIA Campus , highlighting the innovation, continuity and constant improvement of the brand.

At the second edition of KIA Mexico’s Logistics Summit, logistics providers were able to confirm the growth of manufacturing operations and the impact it has on the need for supply materials, but also the forecast with constant growth on the horizon towards 2030, both in cross-border movements with the United States, as well as in port operations.

Today, KIA is the fifth largest vehicle brand in Mexico , some of which are manufactured at its plant in Pesquería, Nuevo León. The expansion of export destinations and its growth in the domestic market are projected to drive a 43% increase between 2024 and the 2030 forecast .

This dynamic could translate into a 48% increase in maritime shipments by 2030 compared to last year, while cross-border freight will double over the same period.

The perspectives shared by Ricardo Ortega Márquez, General Purchasing Senior Manager of KIA Mexico, are combined with various projections that fall into four major spheres: geopolitics, where the attacks on the Red Sea, the war in Ukraine and the tension between China and Taiwan converge; the disruption of supply chains, with variables such as weather conditions, shortage of materials, change of routes and security in operations.

The other two major areas are regulatory changes , focused on sustainability laws and the updating of customs in Mexico; the other scenario is technology trends, motivated by the lack of talent and having effective traceability of shipments.

To be aligned with its logistics providers, KIA understands that challenges must be addressed with a carefully designed and personalized response that focuses on the brand’s operational standards, ensuring consistency, efficiency, and compliance in all processes, explained Ricardo Ortega.

To achieve this, there is the management of certifications, such as the AEO or CTPAT, fiscal deposit, as well as others focused on customs issues , in addition to customs authorities, port terminals, shipping lines and motor transport companies.

The KIA Mexico Logistics Summit 2025 was held at the KIA Campus , the facilities the brand has for training all its staff who directly serve customers at dealerships nationwide.

Comment and follow us on X:  @DidierRT / @GrupoT21

El cargo Logistics that inspires, KIA Mexico apareció primero en T21.

The closure of Nissan ‘s CIVAC manufacturing plant in Cuernavaca, Morelos, marks the end of an era for the Mexican automotive industry and reflects a global restructuring strategy seeking greater operational efficiency.

Nissan chose CIVAC as the location for its first plant outside of Japan in 1966. At that time, Mexico was just beginning to write its automotive history, and the complex became a symbol of modernity, employment, and progress for the region.

Nearly six decades later, the Japanese company announced that its production lines at the facility would soon be shut down, marking the end of an era.

In an interview with T21, Alberto Bustamante, general director of the National Agency of Suppliers of the Automotive Sector (Anapsa) , commented that this closure is due to two main reasons:  the age of the facilities and a global restructuring that the Japanese brand has undertaken in several countries, which has also involved adjustments in Japan, India, England and Argentina.

“The Cuernavaca plant was the first outside of Japan and where the first Nissan vehicle in Mexico was manufactured. However, we’re talking about a facility that’s been in operation for almost 60 years. The maintenance costs were no longer viable compared to the profit margin,” he explained.

According to Nissan, production in Mexico at CIVAC will be moved to Aguascalientes , where the assembly lines will be expanded to more modern and efficient facilities.

“This type of decision does not mean a weakening of the country’s automotive industry. On the contrary, it consolidates the Bajío and northern Mexico as key regions for automotive manufacturing,” he noted.

According to industry data, more than 80% of the vehicles produced in Mexico are exported to the United States , and concentrating operations closer to the border reduces export logistics costs.

In this regard, Bustamante ruled out significant impacts on the supply chain.

“No supplier is closing. There will only be logistical adjustments in some cases, especially for those located in the state of Morelos, who will now have to send their auto parts to Aguascalientes,” he explained.

For the rest of the suppliers, especially those located outside of Morelos, there will be no significant operational changes.

This dynamic is similar to what happened with the Michelin tire manufacturer when it announced it would move its production lines to Guanajuato, which “was misinterpreted as an exit from the country, when in reality it was an internal reconfiguration,” Bustamante emphasized.

Local impact

At the state level, the plant’s closure will have an economic impact. Nissan is one of the largest industrial employers in central Mexico.

In this regard, impacts are anticipated for direct and indirect employees , as well as for local services and businesses that depended on the operation, despite the company’s assurances that the change would be gradual to avoid any impact.

However, the automaker is expected to explore alternatives for relocating some of the affected employees, although details have not yet been released.

“We’ll have to wait for Nissan’s decisions, but we know they’re evaluating options,” Bustamante said.

Nissan’s announcement comes amid a complex context for the Mexican automotive sector, as logistical tensions and the technological transformation of the industry are compounded by tariff pressures from the United States.

“We’re just days away from the deadline for Mexico and the United States to reach an agreement on automotive rules of origin. It’s a tense environment,” Bustamante warned.

Although the closure of the CIVAC plant represents a loss for the state of Morelos, the Anapsa executive emphasized that this is not a divestment, but rather a commitment to process modernization and operational efficiency within Mexico.

Comment and follow us on X:  @jenna_GH_  /  @GrupoT21

El cargo Nissan puts the brakes on Morelos; strengthens the Bajío region apareció primero en T21.

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.

Comment and follow us on X: @jenna_GH_  /  @GrupoT21

El cargo Jetour Soueast Mexico is committed to after-sales service. apareció primero en T21.

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.

Comment and follow us on X:  @jenna_GH_  /  @GrupoT21

El cargo Estafeta, a logistics model for the automotive sector apareció primero en T21.

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.

Comment and follow us on X:  @karinaquintero / @GrupoT21

El cargo Challenges facing the automotive supply chain at the border apareció primero en T21.

Since its inception, CSI Group (number 54 in the  Top 100 of Autotransport® ) has charted its course in automotive logistics , advancing at the pace of a constantly evolving sector.

With a firm commitment to growth , the company also faces challenges, a path that, according to Antonio Zepeda, its Commercial Director, requires strategy and constant adaptation .

In 2024, with the “fluctuations and challenges of the market,” they developed a plan for constant fleet growth to reach 400 units in 2025 , Zepeda explained in an interview with T21.

This objective came hand in hand with the expansion of its facilities , corrective and preventive maintenance services and the strengthening of current processes.

The company operates several divisions focused on automotive logistics, covering transportation, distribution and storage of vehicles. Its fleet of more than 300 tractor-trailers is responsible for specialized transport, while its multi-brand distribution center has capacity for 14 thousand units .

It has a port processor in Veracruz, a logistics and inventory control platform and manages operations in assembly plants and distribution centers .

One of the challenges is the increase in demand for transportation equipment , which is driving the emergence of more madrinas (equipment specialized in the transportation of new cars) and more companies dedicated to this service in Mexico.

As a result, CSI Group opted for technological innovation , using artificial intelligence to visualize the status of its business partners’ units in real time.

“I consider that one of the most important strategies and definitely a differentiating factor is that we can offer a comprehensive service without subcontracting. We have a port concession, a transport fleet, as well as operations in distribution centers and within the automotive plants themselves,” said Zepeda.

Zepeda also highlighted the importance of all companies in the sector joining global sustainability trends. In their case, they seek to continue increasing the capacity of their terminals in terms of charging stations for electric vehicles .

For CSI, the focus is on innovation and expansion of its infrastructure in the years ahead.

Comment and follow us on X: @karinaquintero / @GrupoT21

El cargo Expansion and technology, CSI Group’s bet in 2025 apareció primero en T21.

Audi , with more than 80,000 employees worldwide and a production of approximately 1.8 million vehicles annually , faces the challenges of operating in an increasingly competitive and dynamic global market.

During his participation at Automotive Logistics & Supply Chain Mexico , Dieter Braun, Director of Supply Chain at Audi AG, gave an overview of the company’s logistics strategy, emphasizing the challenges and opportunities it faces in the current context.

With a vision oriented towards globalization, technological innovation and sustainability , Braun shared how Audi logistics has evolved to become a key factor in creating value in the company.

He explained that the automaker does not only rely on its headquarters in Germany, but has integrated a global vision with local execution that allows it to adjust its operations to the specific needs of each region.

“I don’t think we can design a strategy solely from Germany for the world; we must integrate the strengths of each region. In Mexico, labor costs are lower, which allows us to do more with less,” he explained.

This approach is especially relevant in markets such as Mexico, where Audi has key plants, such as the one in San José Chiapa, Puebla, which play a crucial role in the production of models destined for both the local market and for export.

In Braun’s view, the key to success lies in combining a global vision with leveraging local strengths , recognizing that while the ultimate goal may be common, the paths to achieving it may vary by region.

The interaction between the different Audi plants in different regions is another key point, since even though Audi has plants in several countries, including Germany, Mexico and China, each one faces its own challenges and opportunities.

For example, in Mexico, where labor costs are relatively low compared to Europe, the automation strategy is being implemented at a different pace than in plants in Europe, where labor costs are higher and automation is economically justified differently, while in China, automation is being adopted at an impressive speed , due to lower technology and labor costs.

However, Braun noted that one of the challenges in implementing these technologies is that the solutions used in China are not always compatible with European regulations.

“For example, in China, self-driving trucks are produced at very low cost, allowing for greater automation, but this type of technology is not yet permitted in Europe, creating a point of friction in the overall strategy,” he said.

This has Audi looking to bring the technology to other regions, such as Mexico, before implementing it in Europe, taking advantage of the flexibility of local policies and lower operating costs.

Digitalization and automation as a pillar of the strategy

One of the main pillars of Audi’s logistics strategy is digitalization, which is transforming the company’s supply chain.

Through the implementation of advanced technologies, such as artificial intelligence and automation , Audi seeks to improve operational efficiency and reduce costs associated with logistics.

“We are applying artificial intelligence in all our logistics processes, and automation is changing the way we operate in our plants,” said Dieter Braun.

An example of this is the introduction of autonomous trucks into their processes, which will allow for optimizing the transportation of goods , reducing dependence on labor and improving delivery precision.

Braun also highlighted the use of advanced algorithms to tackle some of the most complex challenges in logistics, such as optimizing the use of resources such as semiconductors , which in the past were a bottleneck for vehicle production.

Automation, however, is not limited to the transport of goods, but is also influencing the improvement of production processes, reducing manufacturing times and increasing the capacity to respond to unforeseen changes in demand.

On the other hand, in the context of Audi’s transformation towards 100% electric production, the company also faces significant challenges in its supply chain.

Dieter Braun said the shift to electric vehicles involves not only a reconfiguration of production plants, but also a review of supply chains that supply key components such as batteries.

Braun explained that “the shift towards fleet electrification is progressing more quickly in some markets, such as China, reflecting the speed at which countries are adapting their infrastructure and policies to support this transition.”

He added that Audi is in a transition phase that not only involves adapting to market demands but also facing external pressures, such as climate change and the need to reduce carbon emissions.

In this regard, the executive pointed out that logistics plays a crucial role , since each decision taken in the supply chain has a direct impact on the company’s carbon footprint.

Audi has implemented various initiatives to reduce CO2 emissions, including optimizing logistics processes to minimize resource consumption and improve energy efficiency in its operations.

Flexibility is another key characteristic that Audi is seeking to integrate into its logistics strategy , according to Braun, who noted that the current environment is uncertain, with fluctuations in component availability, problems in the global supply chain and the emergence of new competitors in the market.

Dieter Braun said that during the pandemic, Audi experienced difficulties with the supply of semiconductors, which affected production at several plants. However, the company used its data analytics capabilities and logistics infrastructure to prioritize the distribution of these components according to the most urgent demand, thus minimizing the impact on production.

This ability to adapt quickly is something Audi seeks to continuously improve through the implementation of advanced technologies and the formation of resilient teams capable of managing uncertainty effectively.

The future of logistics at Audi

Audi’s vision for its future supply chain focuses on deeper integration of all areas of the company.

“Logistics is not seen as just an isolated department, but as a cross-cutting process that connects sales, purchasing, finance, production and other key departments. This integration allows for a clearer and more unified view of processes, which in turn facilitates informed decision-making and the creation of value for the company,” said Dieter Braun.

He added that in the future, Audi will continue to focus on improving the efficiency of its supply chain, using data more intelligently and applying innovative technological solutions to create added value.

“The goal is to continue developing globally connected logistics that is capable of responding to local demands and adapting to changes in the market in an agile and effective manner,” said the executive.

Comment and follow us on X: @jenna_GH_ / @GrupoT21

El cargo Transformation of Logistics at Audi: Global Vision, Local Excellence apareció primero en T21.

Almost a year after Great Wall Motors (GWM)  arrived in Mexico, its logistics to bring cars from the Asian continent is going “from strength to strength”, also reinforcing its after-sales by bringing vessels dedicated to it.

This Tuesday the brand launched its fourth model in the country with POER , which seeks to compete in the pickup segment.

Bryan Yao, director of GWM Latin America, pointed out that so far this year the brand has sold a total of 461,589 units worldwide, with a positioning in each country in which it has a presence, the same thing it wants to achieve in Mexico with its alternative energy vehicles, such as electric (EV), hybrid electric (HEV) and plug-in hybrid electric (PHEV).

“We will cover the ground with the medium, large and full-size segments to equip them with HEV, PHEV and even the electric platform to satisfy more options for consumers, we will gradually introduce all these models in Mexico,” he noted.

For his part, Pedro Albarrán, VP and general director of GWM Mexico, highlighted that after the launch of the brand in the country in September, last year was one of structuring , launching its first Haval model in October.

In an interview for T21, the manager explained that in the first months the logistics of the units was complicated , however, this was improving thanks to the fact that they have diversified the ports of arrival.

“The last quarter of last year when we launched the brand we did have many logistical challenges, the ports of Mexico were oversaturated, but that was regularized after January, we have not had any problems and the units are arriving regularly,” he added.

In this sense, the manager said that the ports where GWM vehicles arrive are Lázaro Cárdenas, in Michoacán, and Mazatlán, in Sinaloa .

In the case of POER, Albarrán indicated that 1,500 units have been brought , since there is an expectation of sales of five thousand units this year and they expect this figure to double next year.

Today the brand has 38 agencies in 21 states of the Mexican Republic and they hope to have total representation in the country by 2025.

In this sense, GWM has placed seven thousand vehicles in the Mexican market, with accelerated growth each month, reporting triple-digit growth in the first two months, with April and May being the only month in which the brand grew sales in single digits. , with 9%, mainly due to the recommendation of the people who test the vehicles, Pablo Albarrán noted in the presentation.

Likewise, he indicated that in terms of after-sales, the brand is getting better and better, which is why today it has 28 open workshops and 28 more in the process of opening this year.

In addition, it has a spare parts distribution center in which they already have 138,554 pieces and are waiting for 70 containers arriving at the port to reach a six-month inventory to support this link in the chain, highlighting that specifically the Spare parts arrive at the port of Manzanillo, so the brand uses three Mexican ports on the Pacific.

It should be remembered that GWM is thinking about investing in Mexico to establish a plant in the country, so this year it will decide the location in which this infrastructure will be installed.

Comment and follow us on X: @jenna_GH_ / @GrupoT21

El cargo GWM Introduces Fourth Model in Mexico; Here Is Their Logistics Strategy apareció primero en T21.