With rising costs, volatile diesel prices, road safety issues, and increasing service demands, the relationship between cargo owners and transport companies has ceased to be merely transactional and has become a strategic alliance .

During the panel “ Perfect Storm: Transportation Competitiveness vs. Availability and Service Level” , organized by the National Council of Executives in Logistics and Supply Chain (ConaLog) , specialists agreed that, in the face of current pressures, the key is not to reduce rates, but to find efficiencies that allow preserving service and profitability .

Francisco Rodríguez, Logistics Director at Colgate-Palmolive , explained that, from the perspective of a company like Colgate, the indicators are grouped into three main blocks: service, costs, and planning.

“The most important indicator for the company will always be sales. In logistics, we focus on how well we serve the customer, what our cost is, and how accurate our planning is,” he said.

For his part, Pablo Ocampo, CEO of Grupo MexAmerik , emphasized that for a transportation company, asset productivity is essential.

“We need the units to be running fully loaded. Profitability is linked to reducing empty kilometers and controlling costs, with diesel being one of the most important factors,” he commented.

Alejandro Hernández, an independent consultant, added that asset utilization and waste elimination are fundamental.

“We need to focus on the cost to serve per customer, per channel, and per product. Not all services require the same infrastructure or the same level of attention,” he said.

Long-term relationships, the formula for ensuring capacity

Rodríguez explained that Colgate has evolved from a transactional model to one of collaboration with its logistics providers.

“We want our partners to make money. We share information and visibility so they can better plan and manage their resources,” he emphasized.

Grupo MexAmerik, which has a 28-year relationship with Colgate, seeks to balance high and low seasons through a diversified portfolio of clients.

“What we are looking for are business partners with whom we can work hand in hand and generate value,” Ocampo stated.

Based on Sony ‘s experience , Alejandro Hernández explained that having a supplier segmentation strategy ensures availability.

“I had carriers A, B, C and even new players that I was developing. That combination is what allows you to not run out of transport,” he commented.

One of the main topics discussed was the increase in the price of diesel and its impact on tariffs.

For Pablo Ocampo, fuel represents between 30% and 40% of the income from a trip.

“There is no legal way to absorb such a sharp increase without making adjustments. A company that fails to do so is destined to disappear,” he warned.

However, the panelists agreed that the cost should not be analyzed solely from the perspective of the tariff .

“When a carrier demonstrates to us, with data, that a customer takes 48 hours to unload a unit, the conversation stops being about price and becomes a discussion about efficiency,” Rodríguez explained.

Reducing loading and unloading times benefits everyone: it improves asset utilization, reduces costs, and raises the level of service.

“I prefer to adjust the price a little to ensure service rather than face spot rates or run out of capacity when the customer needs me,” added the Colgate-Palmolive executive.

Alejandro Hernández pointed out that there are also alternatives such as making advance payments to suppliers or even sharing capacity between companies.

“With Sony, we were able to share rides with other companies to make better use of space and reduce costs without affecting the service,” he said.

Technology and security

The panelists agreed that digitization and information analysis are fundamental to facing disruptions.

Ocampo highlighted that the integration of GPS, telemetry, cameras and control towers allows for a response to road closures, robberies or incidents.

“Travel isn’t perfect, but we can measure incidents and work continuously to minimize them,” he explained.

Rodríguez added that dashboards and analytics allow for healthier conversations with clients and internal departments.

Road safety was also part of the conversation. Francisco Rodríguez summarized the strategy in three pillars: prevention, intelligence, and technology .

“We need to identify the highest risk points and work with information to reduce exposure,” he explained.

Pablo Ocampo emphasized that long waits at toll booths and distribution centers represent critical moments.

“We can’t control everything, but we can plan better and avoid being in the wrong place at the wrong time,” he commented.

Alejandro Hernández added that many robberies originate from information leaks.

“We need to map who has access to the data and avoid sharing unnecessary information. Many thefts are planned,” he said.

The participants also called for consideration of the human factor.

“An operator is a person. You can’t ask them to travel 600 kilometers without stopping. You have to make travel plans and define where they will stop safely,” Ocampo pointed out.

4PLs still face challenges in Mexico

Opinions on the role of 4PL logistics operators were diverse.

Rodríguez explained that Colgate uses this model in the United States, but he believes that in Mexico there are not yet sufficient capabilities to replicate it throughout its operations.

“We review it every year, but it’s not the right time yet,” he said.

Hernández shared that he has had both successful and unsuccessful experiences with this type of scheme.

“You can’t hand everything over to a single player. The important thing is to identify where it adds value and where it’s best to maintain direct relationships with the transport companies,” he commented.

For the participants, the logistics function has gained importance within organizations.

“Years ago, these decisions were made at a different level. Today, when there is no transportation, the issue reaches senior management,” Pablo Ocampo pointed out.

In an environment that participants described as a “perfect storm”, competitiveness will not be achieved through price wars, but through long-term relationships , transparency, information sharing and a joint search for efficiencies between shippers and carriers.

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

El cargo The “perfect storm” necessitates strengthening collaboration in the logistics sector apareció primero en T21.

In a context where geopolitical tensions, the review of the United States-Mexico-Canada Agreement (USMCA) and structural changes in supply chains have tested the resilience of companies, the 2026 edition of the Logistics Pulse marks a turning point: leaving measurement behind to focus on action .

During the presentation of the study, Ángel Estrada, managing director of Alvarez & Marsal , highlighted that this new edition responds to a different reality, in which the challenges of the past have evolved into structural challenges that require strategic decisions.

“In previous years we measured efficiency, costs and performance. Today the focus is on looking ahead and understanding what’s coming and how to act,” he noted at The Logistics World Summit & Expo.

Unlike previous editions, the 2026 Pulse Meter was built from more than 45 interviews with leaders of the logistics ecosystem , including companies, operators, associations, academia and government, with the aim of identifying trends and defining courses of action in seven key pillars, such as infrastructure, costs, resilience, technology, security, talent and sector collaboration.

This change in methodology reflects an evolution of the sector, which has gone through different stages in recent years, from the disruption caused by the COVID-19 pandemic, to the container crisis, energy volatility and, more recently, the regionalization of supply chains .

In this context, Estrada stressed that 2026 is a critical year for Mexico, particularly due to the review of the USMCA and international pressure to strengthen regional integration.

One of the main findings of the study is that Mexico has a real opportunity to consolidate itself as a logistics hub in Latin America , driven by nearshoring and the global reconfiguration of trade.

However, this opportunity coexists with structural tensions that go beyond logistical costs, such as insufficient infrastructure, security challenges, and a lack of specialized talent.

“We are at a pivotal moment. There is a great opportunity, but also pressures that, if not addressed, could become bottlenecks,” Estrada warned.

One of the most significant changes identified is the transformation of the role of logistics within companies. From being an operational function focused on costs, it is evolving into a strategic element in decision-making.

“Logistics is being discussed in the council today. It is a growth enabler and a competitive advantage,” Estrada explained.

This change responds to the need to build more resilient, efficient supply chains that are aligned with business objectives.

The study also highlights two critical factors: talent and technology .

On the one hand, a lack of specialized skills can limit the sector’s growth. On the other hand, the accelerated adoption of technologies like artificial intelligence (AI)  opens up opportunities, but also risks if not implemented in a structured way.

“Many solutions arrive as isolated applications, without being integrated into the processes. The challenge is to connect end-to-end and start from clean data,” Estrada pointed out.

Security and infrastructure, the structural issues to be resolved

During the press conference, leaders in the logistics sector agreed that the main challenges remain security and infrastructure.

Hugo Ruiz, president of the National Council of Executives in Logistics and Supply Chain (ConaLog) , highlighted that there is a growing recognition, even from the government, of the deficiencies in infrastructure.

“It’s something that wasn’t openly discussed before. Today there’s agreement between the public and private sectors, and it’s one of the issues we need to resolve in the coming years,” he stated.

Regarding security, Sandra Aragonez, senior director at Alvarez & Marsal , stressed that it must cease to be an operational issue and become a strategic focus within organizations.

“Security must be on the same level as supply chain management. It must be integrated from the operational design stage,” he stated.

From conversation to execution

One of the most compelling calls of the 2026 Pulse Meter is the need to move from diagnosis to action.

Bernardo Flores, from Alvarez & Marsal , emphasized that the real challenge is to translate opportunities into concrete results, through collaboration between companies, government and academia .

For his part, Juan Carlos Molina, general director of GS1 Mexico , stressed that digitalization will be key, as long as it is supported by standards that allow for efficient communication.

The message is that the moment demands coordinated action. For Juan Pablo Pacheco, managing director of HAF Logística Internacional , the key lies in collaboration among stakeholders.

“We need to work together as a sector to solve the challenges,” he said.

The participants agreed that, although Mexico has managed to grow despite its limitations, its true potential will be reached when structural problems are addressed.

“Imagine what we could achieve if we resolve these deficiencies,” Ruiz said.

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

El cargo Logistics Pulse Meter 2026: From Measuring to Acting at a Decisive Moment for Mexico apareció primero en T21.

By Jennifer Galindo and Karina Quintero

2026 is shaping up to be not only a challenging year, but also a turning point for those managing supply chains and transportation in Mexico and around the world. Persistent trade tensions, constant regulatory changes, operational uncertainty, and economic pressures have created an environment where stability is no longer the norm.

In this new scenario, logistics leadership is no longer defined solely by operational efficiency, but by the ability to anticipate, adapt and make strategic decisions amid volatility, according to senior executives in the sector.

“The coming years are years of uncertainty,” says Hugo Ruiz, president of the National Council of Executives in Logistics and Supply Chain (ConaLog) .

From their perspective, the challenge lies not in eliminating uncertainty—an impossible task—but in understanding it and transforming it into a manageable element within the business strategy . This paradigm shift compels organizations to strengthen their operational intelligence and analytical capabilities, recognizing that planning can no longer be built on static assumptions.

UNCERTAINTY, THE NEW CONSTANT

For those directly involved in transportation, uncertainty has ceased to be an occasional factor and has become a structural condition. Gilberto Palomares, CEO of Transportes Pitic , describes an environment where volatility impacts every link in the chain.

“Uncertainty is part of our daily operations. From regulatory changes to roadside operating conditions, everything can change, and that forces companies to develop more flexible and strategic planning. This includes considering customers and operations, as well as maintaining a clear long-term vision,” he explains.

This reality has transformed logistics leadership from an execution-focused function to a role centered on anticipation . Companies no longer simply manage fleets, routes, or inventories; they must now evaluate multiple scenarios, anticipate disruptions, and build organizational resilience.

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

El cargo Governing uncertainty apareció primero en T21.

Ten years after its birth, the National Council of Executives in Logistics and Supply Chain (ConaLog) made it clear that its greatest asset is not events or figures, but the deliberate construction of a professional community that decided to take the future of logistics in Mexico into its own hands.

Speaking to associates and allies, Hugo Ruiz, president of ConaLog, did not simply present a historical overview. He offered a comprehensive analysis of what it has meant to consolidate an organization that arose—in his own words—from a concrete conviction: “A decade ago, ConaLog was born from a clear vision: to professionalize and unite the actors in the supply chain in Mexico .”

The anniversary, he emphasized, is not a mere formality, but rather a recognition of a collective effort. “Today, this celebration is not just a party, but a recognition of the shared effort that has brought us all to this point,” he noted, underscoring the honorary nature of the work that has sustained the organization throughout these years.

Ruiz summarized the journey in four concepts that, more than slogans, outline the organization’s institutional architecture: community, knowledge, collaboration, and impact . The community, he explained, has become a vibrant network with more than 200 members distributed across various cities in the country, actively participating in forums, workshops, and alliances that go beyond superficial exchange.

This network has been the vehicle for driving the second pillar: knowledge. In a decade, ConaLog has fostered spaces for discussion and learning that have raised standards and accelerated the adoption of solutions. Events, panels, and initiatives have contributed to shaping critical thinking in a sector where intuition is no longer enough and technological sophistication is redefining the rules of the game.

However, Ruiz was clear in identifying collaboration as the organization’s defining characteristic. “At ConaLog, collaboration is not just a practice, it’s our reason for being,” he stated . This collaboration is not limited to exchanges among members; it has extended to building bridges with other associations, coordinating with the government to contribute technical expertise to public policy, and forging links with educational institutions to strengthen talent and innovation.

The message aligned with the institutional video shown during the event, which emphasized that logistics excellence “doesn’t happen by accident ,” but is the result of informed decisions, coordination, and a shared vision. The video traced the movement’s origins, from the Council of Logistics Management’s Mexico roundtable to the decision to build a community with its own identity, adapted to the Mexican context.

This shared identity, according to the account, allowed for the consolidation of a non-profit organization focused on professional development, meaningful networking , and continuous learning. Executives, specialists, academics, and new generations have found in ConaLog a space where exchange transforms into trust and resilience is built through strategy.

The current context, however, demands greater ambition . Ruiz described an environment marked by constant disruptions, demands for operational excellence, and a talent pool that has become the decisive factor for sustaining growth. Added to this is Mexico’s strategic position regarding regional integration and nearshoring .

Given this scenario, he posed a direct question to the audience: what role does ConaLog want to play in the next 10 years? “We want to play a more relevant and useful role . We want to move beyond being a meeting point to also being a capabilities platform,” he replied.

The proposed roadmap rests on three lines of action. The first: a competitive, data-driven agenda. “Less intuition, more metrics. Less anecdotes, more evidence ,” he stated, proposing benchmarks and best practices to improve the performance of the logistics ecosystem.

The second: talent and professionalization , through training pathways built with academic, industry and government partners, with an emphasis on mentoring and closing digital and language gaps, particularly English, which are now crucial for productivity and leadership.

The third: innovation with purpose . Digitization, visibility, interoperability, responsible use of artificial intelligence and automation, but with a practical approach focused on return on investment. It’s not about adopting technology because it’s trendy, but because of its impact.

The closing remarks were less rhetorical and more practical. “All of this isn’t achieved through speeches, it’s achieved through participation ,” Ruiz emphasized, urging members to share case studies, data, mentorship, and proposals.

A decade after its founding, ConaLog not only celebrated its continued existence, but also reaffirmed its commitment to influencing the country’s strategic conversation, rigorously professionalizing the field, and transforming networking into a true capabilities platform. If the first stage was one of consolidation, the next—according to the anniversary message itself—will be one of impact .

Comment and follow us on LinkedIn:  @Enrique Duarte Rionda  /  @GrupoT21

El cargo ConaLog: from community to strategic platform apareció primero en T21.

Ten years after its birth, the National Council of Executives in Logistics and Supply Chain (ConaLog) made it clear that its greatest asset is not events or figures, but the deliberate construction of a professional community that decided to take the future of logistics in Mexico into its own hands.

Speaking to associates and allies, Hugo Ruiz, president of ConaLog, did not simply present a historical overview. He offered a comprehensive analysis of what it has meant to consolidate an organization that arose—in his own words—from a concrete conviction: “A decade ago, ConaLog was born from a clear vision: to professionalize and unite the actors in the supply chain in Mexico .”

The anniversary, he emphasized, is not a mere formality, but rather a recognition of a collective effort. “Today, this celebration is not just a party, but a recognition of the shared effort that has brought us all to this point,” he noted, underscoring the honorary nature of the work that has sustained the organization throughout these years.

Ruiz summarized the journey in four concepts that, more than slogans, outline the organization’s institutional architecture: community, knowledge, collaboration, and impact . The community, he explained, has become a vibrant network with more than 200 members distributed across various cities in the country, actively participating in forums, workshops, and alliances that go beyond superficial exchange.

This network has been the vehicle for driving the second pillar: knowledge. In a decade, ConaLog has fostered spaces for discussion and learning that have raised standards and accelerated the adoption of solutions. Events, panels, and initiatives have contributed to shaping critical thinking in a sector where intuition is no longer enough and technological sophistication is redefining the rules of the game.

However, Ruiz was clear in identifying collaboration as the organization’s defining characteristic. “At ConaLog, collaboration is not just a practice, it’s our reason for being,” he stated . This collaboration is not limited to exchanges among members; it has extended to building bridges with other associations, coordinating with the government to contribute technical expertise to public policy, and forging links with educational institutions to strengthen talent and innovation.

The message aligned with the institutional video shown during the event, which emphasized that logistics excellence “doesn’t happen by accident ,” but is the result of informed decisions, coordination, and a shared vision. The video traced the movement’s origins, from the Council of Logistics Management’s Mexico roundtable to the decision to build a community with its own identity, adapted to the Mexican context.

This shared identity, according to the account, allowed for the consolidation of a non-profit organization focused on professional development, meaningful networking , and continuous learning. Executives, specialists, academics, and new generations have found in ConaLog a space where exchange transforms into trust and resilience is built through strategy.

The current context, however, demands greater ambition . Ruiz described an environment marked by constant disruptions, demands for operational excellence, and a talent pool that has become the decisive factor for sustaining growth. Added to this is Mexico’s strategic position regarding regional integration and nearshoring .

Given this scenario, he posed a direct question to the audience: what role does ConaLog want to play in the next 10 years? “We want to play a more relevant and useful role . We want to move beyond being a meeting point to also being a capabilities platform,” he replied.

The proposed roadmap rests on three lines of action. The first: a competitive, data-driven agenda. “Less intuition, more metrics. Less anecdotes, more evidence ,” he stated, proposing benchmarks and best practices to improve the performance of the logistics ecosystem.

The second: talent and professionalization , through training pathways built with academic, industry and government partners, with an emphasis on mentoring and closing digital and language gaps, particularly English, which are now crucial for productivity and leadership.

The third: innovation with purpose . Digitization, visibility, interoperability, responsible use of artificial intelligence and automation, but with a practical approach focused on return on investment. It’s not about adopting technology because it’s trendy, but because of its impact.

The closing remarks were less rhetorical and more practical. “All of this isn’t achieved through speeches, it’s achieved through participation ,” Ruiz emphasized, urging members to share case studies, data, mentorship, and proposals.

A decade after its founding, ConaLog not only celebrated its continued existence, but also reaffirmed its commitment to influencing the country’s strategic conversation, rigorously professionalizing the field, and transforming networking into a true capabilities platform. If the first stage was one of consolidation, the next—according to the anniversary message itself—will be one of impact .

Comment and follow us on LinkedIn:  @Enrique Duarte Rionda  /  @GrupoT21

El cargo ConaLog: from community to strategic platform apareció primero en T21.

Artificial intelligence (AI) has moved beyond a futuristic concept to become a tangible tool in logistics operations. However, experts agree that the biggest challenge is not technological, but cultural and strategic.

In the panel “Generative Artificial Intelligence and Logistics ,” organized by the National Council of Executives in Logistics and Supply Chain (ConaLog) , Felipe Ordóñez, CEO of Promologistics , opened the conversation by highlighting that many companies already use AI in their daily lives, but have not yet managed to bring it to business processes.

In this context, Antonio Rivero, CEO of e-Kontrol , pointed out that the most common mistake is implementing artificial intelligence because it’s trendy rather than necessary .  He explained that the starting point should be identifying operational constraints, repetitive processes, and areas where frequent errors occur.  He also emphasized that data quality is fundamental.

“The tool will give you results based on the information you provide,” he emphasized.

For Gustavo Equihua, CIO of Frialsa , the first step is to break down mental barriers within organizations.  He indicated that many executives still feel resistance or even embarrassment when using AI tools, when in reality they should see it as an assistant that enhances analytical capabilities.

“You won’t stop thinking; artificial intelligence is like a coach that helps you reflect and find solutions faster,” he said.

The panelists agreed that the biggest obstacle to implementing AI is not the model, but the quality of the information.

Gustavo Equihua explained that even with a data lake  (data storage in one place), the problem usually originates from the data capture.

“If the input is incorrect, the result will also be incorrect. The ‘garbage in, garbage out’ principle still applies,” he said.

From a business perspective, Carlos Guerra, commercial director of IGSA Medical, emphasized that the key to securing funding is translating artificial intelligence into tangible results.  To convince senior management, he recommended demonstrating current losses that AI can prevent, measuring improvements in time and processes, and showcasing clear economic benefits.

“When you speak in financial terms, you capture the attention of decision-makers,” he explained.

Will AI replace jobs?

One of the most debated topics was the impact on employment.  Antonio Rivero pointed out that the real risk is not losing jobs, but falling behind in skills.

“The difference will be between the professional who uses artificial intelligence and the one who doesn’t. The former will displace the latter,” he stated.

In that sense, the panelists agreed that companies must promote training and cultural change to take advantage of this technology.

Paradoxically, some studies show that AI does not reduce the workload, but rather increases productivity and the level of demand.

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

El cargo Artificial intelligence in logistics: the challenge is not the technology, but the change of mindset apareció primero en T21.

During the opening of the meeting, Héctor Romero, advisor and executive secretary of ConaLog, highlighted the permanent collaborative relationship with the National Guard.

For his part, Cruz Isaac Muñoz Navarro , director of Highways for the National Guard, emphasized that the federal institution maintains coordination with the private sector .

At the event, he presented figures from the Executive Secretariat of the National Public Security System (SESNSP) , which show a downward trend in cargo theft since 2018 , with a drop of 52.07 percent. According to the figures presented by Cruz Isaac Muñoz, 13,068 thefts were reported in 2018  , while in 2015 there were 6,263.

These variations are explained by factors such as the COVID-19 pandemic and the operational changeover in key entities such as Jalisco and Guanajuato.

He acknowledged that entities such as the State of Mexico and Puebla continue to concentrate a high incidence, due to their industrial and logistical weight, although he assured that there are already focused operations to attack not only the perpetrators, but also the criminal structures .

Among the key tools highlighted is LAICA (Immediate Attention Line Against Assaults) , an exclusive reporting system for registered businesses that allows for a response in seconds , unlike traditional channels. This platform operates 24/7 via phone, WhatsApp, and computer, and has proven to be crucial for generating heat maps, preventing incidents, and reducing response times.

Cruz Isaac Muñoz Navarro explained the operation of Operation Escalón , a preventative escort program on critical routes and during peak hours. Through this program, the National Guard coordinated more than 13,900 operations in 2024 , protecting over 101,000 cargo vehicles , with no reported attempted robberies during the escorted journeys. In 2025, the number of operations exceeded 23,000.

He also called on companies to promptly report incidents and file the corresponding complaints , since the lack of reporting limits the ability of the authorities to dismantle higher-level criminal organizations and not just the direct perpetrators.

Also presented was the BALAM system , an immediate alert application that allows the operator to send a direct signal to the nearest patrols via an emergency button, strengthening the response capacity in the field without relying on intermediaries. This system is complemented by ground and air deployment and vehicle identification technology.

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

El cargo The National Guard and ConaLog maintain collaboration to address cargo theft. apareció primero en T21.

During the breakfast meeting of the National Council of Executives in Logistics and Supply Chain (ConaLog) , Carlos Oropeza, Project Director at Miebach Consulting , opened the panel by reminding everyone that the bottlenecks of digital transformation do not come solely from technology.

“Processes, people, and technology have to work together like an orchestra. You can have the best tool, but if the process isn’t well-designed or there’s no change management, it simply won’t work,” he emphasized.

According to Oropeza, many companies invest in advanced systems, but fail to balance these three elements. And the impact is direct: the profitability and visibility of the supply chain depend precisely on this integration.

For its part, from the perspective of luxury retail , El Palacio de Hierro has found that visibility is one of the biggest drivers of satisfaction.

“One of the main detractors of NPS is not knowing where your order is. With real-time tracking, we improved our NPS by 30%,” explained María Devesa, Planning Director at El Palacio de Hierro .

But traceability not only builds customer trust, it also allows you to uphold the service promise in a market where luxury is no longer defined solely by the brand, but by the experience.

“The luxury experience is no longer about the premium label. It’s about adding value, emotions, and companionship,” he added.

Along these lines, El Palacio de Hierro has integrated virtual queues , enhanced the experience with a human touch, and is connecting its entire supply chain architecture through artificial intelligence to synchronize inventories, processes, and deliveries.

Devesa also spoke about the “new luxury” of 2025, in which “iconic brands remain, but today there is an accessible luxury that lives on Instagram and TikTok. They are communities. The challenge is to integrate these brands and ensure that Generation Z wants to return to the store.”

With 2.5 million SKUs and e-commerce  growth of over 35% annually, the brand works with continuous planning, turnover analysis and a collaborative model between sales, stores and supply chain to respond to a volatile market without losing availability.

For Price Shoes , accuracy is the foundation of the business, as their clients need real availability to sell.

“For our partners, inventory has to be reliable. We achieved 99.6%–99.7% accuracy by integrating WMS, ERP, and TMS in real time,” said Jorge Pinzón, e-commerce Logistics Director .

But one of its biggest advances is in delivery. Faced with insufficient capacity from parcel delivery companies and with no intention of creating its own fleet, Price Shoes developed an alternative model.

“We developed an express fleet with independent carriers: the uberization of the last mile. We give them technology, flexible contracts, and weekly payment,” Pinzón emphasized.

Today, this model represents 60% of their deliveries and allows them to reach 50% of orders in Mexico City and the State of Mexico within 24 hours, in addition to generating economic opportunities for small transporters.

In that sense, fashion is experiencing one of the most uncertain moments in its recent history, and for Levi’s , the key is to react quickly to tariff volatility and changes in demand.

Edgar Contreras, LATAM director of D&L, explained how nearshoring became a strategic shield.

“With the tariff increases, we had to move quickly from China to Vietnam and other markets. Agility is only possible when you have well-trained processes, skilled talent, and flexibility,” he explained.

For Latin America, Levi’s has opted for suppliers that provide its highest-turnover SKUs, eliminating low-demand variations to gain speed.

“We increased our inventories by 15% to maintain availability. When the consumer is at the center, decisions become clearer,” he pointed out.

Contreras also warned about a common challenge of poorly integrated processes, staff turnover, and a lack of documented training that generate costly errors in systems such as SAP, WMS, and OMS.

Therefore, El-Moizz Malpica, Supply Chain Director at Coupa , pointed out that technological adoption does not depend solely on investment.

“Companies that lead in supply chain have three things: a culture of experimentation, a focus on the entire ecosystem, and leadership that drives technology from the top down,” he emphasized.

For Malpica, digitalization requires failing fast, learning faster, and that management pushes a comprehensive vision of value.

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

El cargo Traceability, omnichannel and resilience redefine the new fashion supply chain apareció primero en T21.

In an environment marked by rising labor costs, a shortage of specialized talent, and pressure from e-commerce , the automation and digitalization of distribution centers (DCs) have become a turning point for supply chains in Mexico.

In this context, the National Council of Logistics and Supply Chain Executives (ConaLog) organized the panel ” Cedis Revolution: Trends, Decisions, and Technologies” at its ConaLog Breakfast.

According to Néstor del Río, Senior Director of Logistics at Samsung , automation offers advantages in consistency, safety, and speed , but requires long-term planning and solid standards.

“It’s not about investing and automating in two days. It’s a brutal planning process that can lead to system errors. The scope of the project is key; if you don’t design it well, it becomes a myth that it’s not flexible,” he explained.

The executive warned that beyond financial returns , companies are seeking to ensure volume and operational continuity in an increasingly competitive market.

“It’s not just about ROI—return on investment—but about how you guarantee your market reach,” he said.

For his part, Javier Serrano, Managing Partner of Operations at IBS , emphasized that Mexico will continue to be a magnet for investment in industrial parks , regardless of the political climate.

“Regardless of political party affiliation, Mexico will remain attractive. It is estimated that by 2030, almost half a point of GDP will be invested in industrial parks,” he noted.

The specialist highlighted that e-commerce in Mexico is growing at annual rates of between 25% and 33% ,  which poses significant challenges in transportation, sustainability, and carbon emissions.

Andrés López Frisbie, Global Director of Logistics at Grupo Bimbo , shared his experience automating a distribution center.

“It didn’t work the first time; it took some iteration, but today it meets all expectations and has allowed us to differentiate our distribution,” he emphasized.

Bimbo has also invested in the use of Artificial Intelligence to optimize inventory, with results that have improved service and reduced costs.

For his part, Alonso Fernández, Director of Logistics at Grupo Jumex , spoke about the recent opening of a dark warehouse .

“It was a five-year project, the most important of my career. The key is to clearly define the objectives, because these investments have to be projected for 10 years or more,” he explained.

Technology, consumers and sustainability

The panel agreed that consumer expectations have transformed technological decisions. While Amazon set a precedent with 24-hour delivery , executives agreed that sustainable isn’t always the fastest, but rather what delivers on the customer promise.

Regarding the environment, Grupo Bimbo emphasized its long-term commitment: “Today, 98% of the electricity we consume, including that of our electric vehicles, is sustainable. By 2026, this will be 100% across all our global operations,” López Frisbie stated.

In the case of Samsung , Néstor del Río highlighted the reverse logistics program for household appliances and cell phones , as well as the adoption of electric fleets for e-commerce . Meanwhile, Grupo Jumex has begun structuring its sustainability plan with a focus on water use and emissions reduction.

The panelists concluded that technological adoption is not uniform: it depends on the type of operation, the company’s strategy, and, above all, consumer expectations.

Automation is emerging as an essential tool, but its success will depend on strategic planning, adaptability, and long-term vision.

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El cargo Automation redefines the future of cedis apareció primero en T21.

Among other setbacks, road safety remains a challenge, while thousands of drivers are abandoning their jobs due to this factor and poor working conditions. Even so, Mexican logistics has evolved in recent years, driven by nearshoring (relocation of production lines), digitalization, and the commitment to clean energy.

Héctor Romero, a member of the National Council of Logistics and Supply Chain Executives (ConaLog) , said in an interview with T21 that the future of the sector depends on how these contrasts are addressed.

One of the most serious structural problems is the precariousness of the road network , which, with more than 800,000 kilometers, operates with deficient maintenance and a lack of capacity.

“Most roads are only two lanes, which limits transportation efficiency. Added to this is congestion in urban areas and recurring traffic jams,” Romero said.

In this regard, he stated that the situation has a direct impact on logistics costs, competitiveness, and delivery reliability .

Ports and airports are also facing problems. Romero noted that recent strikes and heavy rains in Manzanillo and Mexico City International Airport (AICM) have caused delays of up to four months in operations, revealing the lack of modern and resilient infrastructure.

Likewise, security remains a critical issue. According to Romero, a cargo robbery occurs every 27 minutes in Mexico, representing losses of 70 billion pesos (mdp) last year.

“Operators not only face merchandise theft, they are also victims of extortion, kidnapping, and physical assault. This reality is driving out talent and exacerbating the operator shortage,” he explained.

Another major gap is technological adoption in the supply chain . The specialist noted that many companies still do not integrate advanced management systems, telemetry, or Artificial Intelligence (AI) into their operations.

“The lack of digital culture is hindering logistics efficiency. We need tools that give us real-time visibility, resilience, and the ability to respond to disruptions,” he noted.

Beyond the diagnosis, Romero emphasized that the key lies in collaboration between the private sector, academia, and government , since no single actor can address problems such as insecurity, a lack of operators, or infrastructure saturation alone.

He explained that ConaLog is promoting partnerships with universities to develop new talent and introduce young people to logistics practices.

He also noted that technology and sustainability are the cornerstones of transformation , and considered that operational resilience will only be possible through investment in modern infrastructure, acceleration of digitalization, and promotion of sustainable practices that are already required by major logistics players.

Sustainability and new energies

For the ConaLog advisor, the transition toward sustainable logistics models is urgent. The sector faces pressure to reduce emissions and adapt to global trends, such as the electrification of transportation, the use of biofuels, and green hydrogen .

Romero highlighted cases such as ADO , which is already experimenting with biodiesel from waste, or companies such as DHL , UPS , and Amazon , which are incorporating electric and autonomous vehicles into their operations.

However, he acknowledged that electromobility in heavy-duty transport will take at least 15 to 20 years to become established in Mexico, due to the lack of charging infrastructure and government incentives.

Over the past five years, logistics in Mexico has shown progress in infrastructure, automation, and sustainability, driven by foreign trade and the nearshoring phenomenon .

Héctor Romero is among the invited logistics specialists at the upcoming Top Flotillas/LOGEX , an event organized by RX México , taking place from September 2 to 4 and aiming to be a hub for business connections. Romero will participate in the conference ” Map of Innovation: Energy and Autonomy ,” where he will provide a broader overview of the opportunities for clean energy in transportation in Mexico.

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