Following the announcement of the incorporation of  Transportes VIM ,  Grupo MexAmerik  is working on the integration of the company as part of a long-term strategy focused on specialization, diversification of services and strengthening of its corporate structure.

Beyond the growth in size and fleet, the operation responds to a strategic vision that seeks  to expand the group’s capabilities in segments where it has previously had a limited participation .

Pablo Ocampo, CEO of Grupo MexAmerik (number 32 in the Top 100 of Autotransport® ) , explained that the approach with VIM began at the end of 2024 and concluded in May 2026, after an analysis process that lasted for about a year and a half.

“What makes us a bit more attractive to the parties involved is the fact that VIM handles some issues that we don’t. Trying to complement our offerings with divisions that we don’t have and that we hadn’t planned to open organically in the short term created certain complications,” he noted.

With the integration of VIM, Grupo MexAmerik incorporates  four divisions  focused on specialized cargo, refrigerated transport, containers and construction, expanding its service offering and the industries it can serve.

For Ocampo, the value of these new lines of business goes beyond increasing revenue, as they allow for diversification of operations and reduce dependence on sectors with cyclical behaviors.

“Construction is very good, but it’s very cyclical. Having several divisions gives us the flexibility to serve different industries and break seasonal patterns,” he explained.

Maintaining VIM’s identity

Unlike other business consolidation processes, Grupo MexAmerik decided to retain the VIM brand name, adopting visual elements from the group and adding the MexAmerik legend to its corporate identity.

“We believe that VIM has intrinsic value in the market and in the divisions it serves. Changing the names or the operation is not advisable at this time,” he emphasized.

Ocampo also  ruled out any staff reductions as part of the integration . He explained that the goal is to leverage the strengths of both organizations and consolidate joint projects, while maintaining each company’s operations.

The strategy envisions that each company will maintain its operational, commercial and human capital teams, while some corporate functions will be managed centrally.

These include the  areas of strategy and development, information technology, administration and finance , as well as a new control and security structure that will serve Grupo MexAmerik, VIM and MexAmerik USA.

“We are trying to take the best of each scheme: to operate independently, but with all the advantages of being a group,” he said.

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At the age of 50, Alfredo Cárdenas Garza, together with his sons José Alfredo and Adrián , formed Transportes Innovativos  (member of the Top 100 of Autotransporte® ), with just seven units and a track record endorsed by clients who had gained strength in previous experiences in the auto transport industry.

Today, Transportes Innovativos celebrates 22 years of experience in national trucking, serving a diverse range of dynamic industries, including electronics and tequila, where some of its clients have been with the company for more than two decades.

According to Alfredo Cárdenas, from the very beginning, Innovativos had the vision of generating value for the industry, with innovation as its core. This commitment was demonstrated when the company was recognized for its activities. In 2013, it received the National Export Award, and at the regional level, it has been recognized three times with the Jalisco Export Award (2009, 2015, and 2023).

Innovative Transport maintains a significant presence in North American trade , and since its inception has had ties with U.S. transportation companies such as CFI , Landstar , Werner , Mesilla Valley , and PAM , which have been partners in its growth and remain as business partners.

In more than two decades of experience, Transportes Innovativos has embarked on a process to implement corporate governance since 2024 , and tangible results have already begun to be seen, such as the renewal of 33% of the fleet during that year and a growth in new vehicles of 44% compared to the end of 2023.

In addition to the impact a modern fleet has on service standards, Innovative Transport’s progress also aims to reduce emissions and improve fuel efficiency , factors aligned with international sustainability guidelines.

The roadmap for implementing corporate governance at Transportes Innovativos is set for 2027, and as Flavio Rivera, the company’s CEO, explained, “The challenge of institutionalizing a company like Transportes Innovativos has not been easy, but the commitment to transparency, efficiency, and continuous growth has allowed the company not only to adapt to change, but to grow stronger in the process.”

This is how Transportes Innovativos has been in the trucking market for 22 years.

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The path to consolidating a family business into a solid corporate structure is a challenge fraught with challenges and opportunities. Transportes Innovativos , one of the leading companies in the trucking industry, successfully implemented a corporate governance system that seeks to ensure its continuity and adaptability in an increasingly dynamic environment.

This strategy is geared toward formalizing internal processes , sustainability, and continuous improvement of its operations , according to Flavio Rivera, general director of Transportes Innovativos.

The beginning of this change dates back to the second half of 2023, when the Board of Directors, recognizing the need to adapt to changing times, entrusted itself to the leadership of Flavio Rivera.

The process was divided into six phases , which were essential to ensuring successful implementation. The first was planning . During this phase, key tasks and activities were defined, establishing a clear work plan for implementing corporate governance.

Key Activities : Throughout 2024, key activities were carried out, such as assessing the organizational structure and documenting processes. This allowed us to identify potential improvements and blockages in internal systems.

Corporate Governance Implementation : Structural changes were initiated, establishing clear policies, procedures, and operating methods for all members of the organization. This phase was particularly complex and is expected to be completed by the end of 2025.

Measuring progress : Although the measurement process is done simultaneously, a methodology such as the Balanced Scorecard is used to evaluate the results and ensure that the goals are being met throughout the process.

Corrections and Adjustments : As corporate governance was implemented, adjustments were made to correct any deviations and optimize results. This included reviewing the company’s financial and operational performance.

Consolidation : By 2027, Transportes Innovativos is expected to have fully consolidated its corporate governance, with a structure that not only guarantees the continuity of the company, but also drives its growth and adaptation to future challenges.

The benefits of this implementation have not been long in coming. In the market, Transportes Innovativos has strengthened the trust of its business partners and clients, ensuring the continuity of its projects in the medium and long term. Internally, the company has experienced improved organization and clarity of objectives, which has translated into greater efficiency in decision-making and daily operations.

The organized structure also allowed for a clearer focus on staff development, creating an environment conducive to employee growth through well-founded career paths.

One of the biggest challenges Transportes Innovativos faced during the implementation of Corporate Governance was resistance to change, as Rivera commented, highlighting how, in trying to establish new structures and processes, uncertainty was generated within the company.

Many employees, not fully understanding the purpose of the change, feared that this transformation would negatively impact their roles and stability. This fear of the unknown made some team members reluctant to adopt new ways of working.

However, the company’s approach is clear: to overcome this resistance through open communication and transparency, so that everyone understands the long-term benefits of this change and how it will contribute to the company’s improvement and growth.

Regarding the fleet, the renewal process is one of the pillars of this growth. In 2024, the company renewed 33% of its fleet , with total new vehicle growth reaching 44% compared to the end of 2023.

This renewal not only responds to the need to maintain a modern and efficient fleet, but also to more ambitious goals such as reducing emissions and improving fuel efficiency, key aspects of meeting international sustainability standards.

For Transportes Innovativos, the results are promising. Despite economic challenges and fluctuations in demand, the company has maintained a favorable performance, with a solid structure and well on its way to fully consolidating its corporate governance by 2027.

“The challenge of institutionalizing a company like Transportes Innovativos has not been easy, but the commitment to transparency, efficiency, and continuous growth has allowed the company not only to adapt to change but to grow stronger in the process,” Rivera commented.

The long-term vision, supported by a well-defined corporate governance structure, ensures that the company will continue to innovate and lead the industry, leaving a legacy of strength and sustainability for future generations.

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Currently, 80.7% of the freight transport companies registered with the Secretariat of Infrastructure, Communications and Transport (SICT) belong to the truck driver (from one to five units), this type of entrepreneur accumulates 22.9% of the fleet, according to figures to 2023 from the Basic Statistics of Federal Motor Transport.

Small companies represent 16.4%, medium-sized companies 2.2% and large companies 0.7% of the total number of companies. However, the latter own 30.8% of the total national fleet, which totaled 1,331,921 units at the end of last year.

Due to their nature and creation processes, the vast majority of freight transportation companies are family organizations run by a single person who operates the entire company, either on an empirical basis or through an academic preparation process.

Under the shelter and strict supervision of their founder, many of these companies have achieved financial success and prestige with their clients . Taking this into account, it is “normal” that trucking companies continue to operate as they have done until now, as organizations with a family structure.

Strictly speaking, and if we stick to the results, changing from a family-owned transportation company to one with corporate governance can be considered almost unnecessary.

However, transportation has faced profound changes in recent years. Einar Palomino, CEO of VI Human and President of Drive is Great, commented that this evolution has been stimulated by the ability of companies to establish financial guidelines that help them guarantee healthy finances, and subsequently, guidelines for continuity in terms of their capacity for growth based on controlled leverage.

Palomino explained that the second factor that today forces us to open the window of change is the training of new and good operators . “Transportation per se becomes a financial and people business. Whoever has the ability to have a financial vision, accompanied by the ability to have the right people behind the wheel, has guaranteed continuity,” he said.

Although applying the good practices of an institutionalized company may seem far away for companies under the truck-man scheme, it may not be so far away for small companies that at some point in their history have begun to distinguish the implementation of new structures , the acquisition of digitalization and technology tools.

“These types of companies are the ones that are beginning to be candidates for establishing a different way of working and it is precisely at this point that the transformation of family transport companies into companies under corporate governance can take place. Although strictly speaking there is no defined size of company or fleet for an institutionalization model to be incorporated,” says the general director of VI Human and president of Drive is Great.

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For family businesses to generate value and innovation, it is crucial to help them transcend over time, since overall 22% of these companies reach the second generation and only 6% reach the third generation.

Considering that family businesses represent 22% of the Gross Domestic Product (GDP) in Latin America, it is crucial that they grow in an orderly and successful manner so that they prevail over time and continue generating jobs and value .

One of the most complex issues in this type of organization is leadership succession. “This is where many companies fail. Even though this step may seem simple, it is extremely complex and requires a thorough analysis of the alternatives: leaving the reins of the business in the hands of a family member or hiring external talent to plan the future of the company,” said Milton Rosario, senior partner and co-founder of Grupo Consultor OD .

Rosario defines that in both cases there are risks , either due to the lack of preparation of the heir or due to the clash of decisions and/or strategies between the founder and his family with the general management. Therefore, there must be a robust succession plan, based on the professionalization of the leaders, considering that the management is in agreement with the growth objectives of the company and not only with the opinion of the family members.

The specialist stated that for a family business to be sustainable over time, there are key elements: firstly, it is necessary to have a clear vision and values, that is, the purpose of the company , but the most important thing is that this is communicated to all the company’s collaborators so that they are aligned.

And fundamentally, the transition towards corporate governance should be considered in the company’s plans . At this point, it is advisable to hire an advisor who will help the organization to be more competitive and generate value based on clear strategies.

“The first question that family businesses should ask themselves when hiring a consultant is to be clear about why they are needed and in what area they are required. Based on this, they look for the right specialist who has the skills they are looking for,” Rosario explained.

Another element that is added to the equation is family protocols . It is important that roles are defined and respected. Let us not forget that the development and preparation of family members in their area of ​​influence also plays a preponderant role.

And finally, effective communication and conflict resolution skills. Rosario defines that this is the area where the focus should be, because it is often the weakest link.

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The qualities of Mexican companies as small and medium-sized companies (SMEs) and as family-owned companies mean that reality is not encouraging for them. According to studies by various analysts, 60% of business entities do not reach a second generation, and even worse, 85% disappear in the third generation.

In addition to the above data, a study by IPADE Business School indicates that 49% of family businesses are at risk of disappearing, due to the lack of sufficiently firm controls to ensure their permanence in the medium term.

Contrary to the two statistics presented above, Trayecto ( number 1 in the Top 100 of Autotransporte® ) is mobilized, and far from having a short-term vision of its business, its strategic planning has a horizon of decades, in addition to this, the third family generation of the founders contributes to the company, but in accordance with the standards of corporate and institutionalized governance.

“Each of the leaders at different times in the company had to face a different reality in the country. Today our vision must evolve according to the challenges we face, but we must strategically plan the company we want to have from 2025-2050, and manage to define the key factors of significance,” describes Jorge A. Casares, CEO of Trayecto.

Trayecto is clear that in order to transcend, various factors must converge, where, although there is the guidance of an institutionalized company, there are also clear objectives that must be met in various horizons ranging from one year to a decade or more.

A fundamental guideline in Trayecto is to serve its seven interest groups, “projects must have a profitability of conscience, as is the case with the electric tractor-trailer project, they are not profitable, but they are of conscience; the objective is how to serve our interest groups,” emphasizes Jorge Casares.

To learn more about this business story, we invite you to consult our electronic magazine for the December 2024 edition by clicking here.

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Whether due to the political uncertainty generated by the electoral processes in Mexico and the United States or due to the scenarios of economic volatility, there are business sectors that are reserved to continue their progress in the market.

In an analysis by Grupo Financiero Ve por Más (BX+) titled “Redefining the course after the elections,” it is mentioned that the possibility of a second term for Donald Trump in the presidency of the United States “could generate more aggressive speech, be it less foreseeable and condition commercial issues to other points. Therefore, the T-MEC review may be critical in the face of an increase in the trade deficit, greater illegal immigration and the opioid crisis.”

Although these scenarios are analyzed by Trayecto (number 1 of the Top 100 of Autotransporte®) , “we must focus on what we must do to continue growing, we have a treaty (T-MEC) that is bigger than the elections and that allows us a great opportunity for growth,” described Fernando Bernal González, Commercial Director of Trayecto.

To take advantage of the growth, the manager referred to the vision they have in Trayecto where more than being a trucking company they are a talent firm , therefore, the focus has been to continue building capabilities in the collaborators, a formula that allows us to face and resolve all the challenges that exist.

The focus of being a talent company is linked to taking advantage of generational change and being a work space, where constant professional growth can be developed and maintained.

This philosophy is complemented by the Decalogue Journey that allows them to create long-term relationships with clients and motivate the development of their collaborators, which is why Fernando Bernal describes that progress in the market also occurs from finding opportunities with clients with those who share values.

“Clients who settle in the country have a long-term vision, not just a six-year period, which is why it is important to match values ​​to achieve constant progress,” said Bernal González.

To give greater certainty to this long-term vision, a strategic point for Trayecto is governance, where an institutionalization process has been implemented that is focused on achieving the best results for the company and therefore for its stakeholders.

Trayecto’s parity of values ​​and structure is what allows it to be in line with the proposed budgets, while making investments in infrastructure that promote objectives and allow constant progress in the market and the development of talent.

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