US-based XPO is taking a decisive step in its regional strategy by strengthening its presence in Mexico. The appointment of Jesús Osuna as Managing Director is a move aimed at capitalizing on the potential of the cross-border market and consolidating its operations in both countries.

From Monterrey, Osuna will lead a new stage for the company, focused on getting closer to its customers, strengthening its commercial and operational structure in the country, and driving accelerated growth. 

Although the company has had cross-border operations for decades, until now they were mainly managed from the United States. 

“The goal is to bring that footprint we already have in the United States to Mexico, with a local presence, infrastructure and talent that allows us to strengthen the relationship with our clients and grow volume,” he explained. 

Mexico, a key player in the regional strategy 

For XPO, Mexico is not just an operational extension, but a strategic market. The decision to invest in the country responds both to the demand of its clients , primarily multinationals with operations on both sides of the border, and to the size of the opportunity. 

In this regard, the company is considering introducing capabilities in the country, in addition to leveraging its infrastructure in the United States. 

“The market share is there. A company like XPO couldn’t stay out of Mexico, especially with the infrastructure, technology, and customers we already have,” Osuna pointed out. 

The company’s operational approach is supported by its strength in the United States, where it is one of the main players in LTL (less-than-truckload) cargo , and by its ability to integrate services throughout the entire chain. 

Their proposal aims to solve one of the main problems in cross-border transport: the fragmentation of stakeholders. Instead of multiple providers, XPO offers a single point of contact from origin to destination, including tracking, customer service, operational management, and billing. 

“We want the customer to have a single point of contact, a single invoice, and a single responsibility. To simplify their life in a process that is normally complex,” he summarized. 

This model combines LTL operations with FTL (full truckload) consolidations , leveraging its network in the United States to efficiently distribute cargo once it has crossed the border. 

For its operations in the country, XPO has established strategic alliances, notably its collaboration with Almex as its main LTL partner. This partnership will allow it to extend its operating model in Mexico under technological and service standards aligned with its network in the United States.

In parallel, the company is evaluating additional agreements for FTL, with the goal of covering the entire national territory , including regions such as the north and the Bajío. 

Unlike other players, XPO does not identify infrastructure or security as its main challenges in Mexico, but rather communication and trust at the operational level. 

Osuna explained that, although trade agreements are usually closed in the United States, implementation in Mexican plants faces resistance due to a lack of knowledge about the supplier. 

“The challenge is to build trust in the operation. We want the teams on the plant floor to understand our capabilities and overcome any uncertainty about switching suppliers,” he said. 

With a focus on industries such as automotive, high tech , manufacturing and fashion retail , XPO seeks to position itself as the leading cross-border LTL provider between Mexico and the United States. 

The goal is clear: accelerated growth and leadership in the segment . 

“We didn’t come here just to see how things go. We want to be the best cross-border LTL provider between Mexico and the United States,” Osuna stated. 

Furthermore, the strategy is not limited to direct clients. The company also seeks to strengthen its relationship with freight forwarders, whom it considers key allies for expanding its operations on both sides of the border. 

Technology and artificial intelligence 

One of the pillars of XPO’s strategy in Mexico will be technology. The company is investing in the digitalization of processes through EDI and API integrations , as well as artificial intelligence tools to automate operations, optimize routes, and maximize capacity utilization. 

From scanning systems that automatically size the load to platforms that allow real-time visibility and dynamic route allocation, the goal is to eliminate manual processes and improve operational efficiency.

“We want to leave behind Excel spreadsheets and manual reports. Everything is managed by a system, with 24/7 visibility and automated processes,” Osuna emphasized.

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The need for more coordinated, safe, and measurable operations is beginning to set the pace in the freight transportation industry. In this context, Zinergia (number 6 in the Top 100 Trucking Companies® )  is focusing its operations on integrating services and strengthening its processes .

The company operates as a group of companies that, together, offer different services nationwide, each focused on specific trailer configurations , explained Yusseff Carpinteyro, commercial director of the 53-foot Box Division.

Their operations range from 40-foot platforms in ports to national distribution with 53-foot dry and refrigerated trailers, as well as cross-border and door-to-door services to the United States. They also offer express transport with full-load trucks for nationwide coverage, Carpinteyro said.

One of the key aspects that identifies the company is logistical integration , understood as the ability to concentrate different services in the same operation, from import and export to national distribution, under different equipment configurations.

Carpinteyro explained that one of the company’s key areas for 2026 is safety , which remains a relevant component within the operation.

In this regard, the company incorporates technological tools such as tracking systems in tractor-trailers, GPS, in-cab cameras and geofences, with the aim of monitoring trips and strengthening operational control.

The level of service is also part of this evolution. To this end, Zinergia implemented a control tower from which it monitors and measures the performance of its operations, seeking to ensure continuity and reliability in distribution.

In that sense, the operation of 53-foot boxes is part of a broader strategy that prioritizes logistical coordination , the use of technology, and the measurement of service as part of the daily operation of freight transport.

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In March 2025, border crossings reached one of their best moments: according to data from the Bureau of Transportation Statistics (BTS) , total cross-border cargo between the United States and its North American partners reached a value of 144.8 billion dollars (billion dollars) , an increase of 8.4%compared to the same month of the previous year.

Of that figure, $77.3 billion  corresponded to trade with Mexico, which grew a solid 13% compared to March 2024.

Where is this merchandise moving? Just look at the numbers to understand. Trucking remains the backbone of trade in North America, but it doesn’t stand alone. Other modes gain or lose ground depending on the month and context.

Trucking accounted for the vast majority: $94.2 billion , a 9.5% increase compared to March of last year. But it didn’t travel alone. Air transportsurprised with a 35.5% increase, reaching $6 billion .

Railroads fell slightly to $18.4 billion (-0.6%), as did maritime transport , which fell to $9.1 billion (-10.1%). Pipelines also moved $9.1 billion , a modest increase of 6.1 percent.

And if we focus on Mexico , the picture is that more than $55 billion was transported by road transport in both directions. This was followed by rail, maritime transport, air transport, and, far behind, pipelines. This is how the cargo was distributed between the two countries, mode by mode:

The products most transported by auto transport in the Mexico-US corridor were computers and auto parts (13.8 billion dollars) , electrical machinery (10.6 billion dollars) and vehicles and spare parts (6.9 billion dollars) .

Meanwhile, by rail , the value reached eight thousand 700 million dollars , led by the same products along with beverages and plastics .

The use of pipelines totaled $600 million , while maritime transport moved $6.4 billion , and air transport  $3.3 billion .

In comparison, trade with Canada was $67.5 billion , with growth of 3.7% , with trucking also being the dominant mode, although to a lesser extent than with Mexico.

Another significant piece of data was the rebound in air transport , which recorded the highest percentage growth in the entire region, up 35.5% to reach $6 billion . In contrast, rail and sea shipments contracted slightly in March, falling 0.6% and 10.1% , respectively.

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In Reynosa, Tamaulipas, where logistics and transportation are part of everyday life, a company was founded two decades ago with a clear vision: to connect both sides of the border efficiently and reliably. Thus began the story of Logimex , a company that began operations in 2005 and focused on the international movement of goods. Over time, it has expanded, adapted, and strengthened its presence.

Today, it also has a presence in Nuevo Laredo and Monterrey , and maintains its essence: combining operational proximity with technology, human talent, and increasingly agile processes.

At 20 years old , Logimex celebrates history and constant evolution in a market that demands giving it your all, every day.

Óscar Olvera de la Garza, its general manager, told T21 that he remembers the day he joined Logimex as a kind of alignment of fate. It was 2021, the pandemic still leaving fresh scars in the sector, and he, with more than two decades of experience in transportation , took on the challenge of leading a company with a strong presence on the country’s northeastern border .

Today, as Logimex celebrates 20 years of operations, founded on March 31, 2005, Olvera pauses to reflect on the journey and the challenges that remain.

For Olvera, every day starts a day earlier. Planning isn’t just a tool; it’s a discipline that makes the difference between reacting and anticipating. He explained that he’s learned that organization is the only way to prevent important things from becoming urgent.

He understands that a team only advances when it’s encouraged to grow every day . That’s why he frequently interrupts the operational routine to ask a thought-provoking question: Have you sharpened the saw yet? Inspired by Stephen Covey’s approach, he uses this metaphor to remind them that before facing any challenge, it’s necessary to stop, prepare, and fine-tune the tools with which they’ll be working. Only then, he asserts, can the trees of everyday life be accurately drilled.

This sense of organization is vital to transforming the business model. Beyond growth for growth’s sake, Logimex has opted for a structural overhaul: today, its fleet boasts 102 model units, geared toward the Euro 6 transition . This is in addition to investing in new technologies and cleaner processes.

“We’re also close to becoming certified as a socially responsible company, and we’re subsequently seeking the Clean Transportation distinction,” Olvera explained.

In addition to operational quality, the service offering has also evolved, maintaining its strength in full truckload (FTL) transport, both short and long routes, with three clear divisions: cross-border , regional and foreign transport .

They also offer more flexible services such as Hot Shot shipments , short Torton-type units , and options for hard-to-reach areas.

“We also have flatbeds and dry vans, and we can adapt to other types of trailers for side or loose loads,” Olvera explained.

In addition, the company has begun its expansion into the center of the country, and Querétaro is one of the points on its radar. The project is growing with the help of sister companies and North American alliances , with whom it is developing a comprehensive logistics approach.

Behind these advances lies a fundamental shift: a cultural change driven by senior management. “Many of the operations were carried out based on trust. Arriving with a strategic plan, changing the image and organizational culture was quite a challenge,” Olvera explained.

He explained that the company paid special attention to the dignity of jobs and the management of the psychosocial environment , recognizing that transportation risks are not only operational.

“Our main focus will be on the human factor. Creating an environment where there is a sense of order, yes, but also support and well-being,” Olvera said.

The impact has also been felt at its Operator Training Center (CFEO) , with 28 classes graduating. Each class undergoes 10 to 12 weeks of theoretical and practical training, with route recognition and personalized monitoring.

In parallel, the company invested in cutting-edge technology : a robust TMS (Transportation Management System), telemetry, artificial intelligence, API and EDI integration, field inspection tablets, internal and external cameras throughout the fleet, and even fuel sensors.

Olvera also noted that the company promotes waste segregation and recycling at its facilities ; it also holds certifications from the Ministry of Environment and Natural Resources (Semarnat) that allow it to transport specially managed waste (RME) , including scrap metal, solids, and gases, in the states of Coahuila, Nuevo León, and Tamaulipas .

“Not everyone can carry that type of material. It’s a whole issue and involves filing manifests, declaring the generator, the carrier, and the dispatcher,” Olvera said.

The road hasn’t been easy. Road insecurity, cost control, a shortage of operators, and new regulations are constant challenges, he commented.

The recent border crossing crisis , caused by increased tariff revisions and tensions, was a real test. Logimex responded with extended shifts, operational adjustments, and a containment approach without passing on any increases to customers.

Personally, and for Logimex, Olvera sums it up clearly: “We are willing to maintain our commitment to continue working with this great passion and strive to be the leaders of our own history. To be better than yesterday,” he concluded.

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The crossborder freight transport sector faces significant challenges stemming from infrastructure lags and operational challenges, which directly impact the efficiency of supply chains, according to Eduardo Chaim, Commercial Director of VAX Solutions , in an interview with T21.

Lack of investment in roads and customs creates long waiting times, additional costs and operational risks for carriers and logistics companies. All of this adds to economic uncertainty and threats from the US government to impose tariffs.

In this regard, Chaim explained that this situation generates a “backload,” that is, “if the units did not manage to cross or do not manage to get off, they keep moving and it affects the supply chain, where the unit did not manage to arrive on the date of the appointment and had to postpone the appointment.”

The infrastructure gap is also reflected in the connectivity of logistics corridors. Another factor that has generated pressure on cross-border logistics is the volatility in cargo volumes, according to Chaim.

Faced with these challenges, companies such as VAX Solutions have chosen to diversify their operations and strengthen their presence in different markets, consolidating their growth through reinvestment and operational optimization strategies , with a focus on digitalization and security .

“Satellite tracking, telemetry, artificial intelligence—anything you can add to the unit obviously makes it a little more expensive, but it’s less risky,” Chaim said, referring to a solution to all the operational challenges.

Chaim also emphasized that the freight transportation sector needs to constantly adapt to respond to changes in international trade. Route optimization, investment in technology, and human talent training are key to improving operational efficiency and reducing the impact of demand volatility.

Despite the challenges, he indicated that the Mexican market continues to show sustained growth in its logistics infrastructure.

“Despite all the tensions, industrial parks continue to grow, and investments in the country continue,” Chaim added.

He indicated that the crossborder transport industry also has opportunities to improve its competitiveness at a global level, with the support of strategic allies.

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With a growth strategy in Mexico, Kuehne+Nagel shares that the people, workforce, industry and geographic position , close to the world’s leading power, make the country a market with great potential.

In Mexico, the company has a total of more than 332 thousand square meters (m2) in its 19 distribution centers, covering from Cancun to Mexicali, maintaining a close presence to meet the needs of its customers, in industries such as pharmaceutical, technology, automotive and aerospace.

Last year, the company expanded its presence, opening warehouses in Tijuana, Mexicali and Cuautitlán , as well as small warehouses in the south to supply hospitals. This led to an increase in its staff to four thousand people, compared to half that number four years ago.

In the context of the growth of nearshoring in Mexico, Kuehne+Nagel has intensified its crossborder strategy to respond to the needs of trade with the United States, the largest market in the world and Mexico’s main trading partner.

“Cross-border trade is not just a consequence of nearshoring , it is a strategic opportunity to strengthen supply chains with efficiency, flexibility and adaptability,” says Miguel Germano, director of Kuehne+Nagel Mexico, in an interview with T21.

“The key is having the capacity to transport, as well as the ability to manage warehouses and customs procedures, both on the Mexican and U.S. side, which allows us to offer end-to-end solutions that optimize our clients’ operations,” Germano emphasizes.

The company also prioritizes digitalization and security , since “today more than ever, our customers need to know in real time where their goods are and be certain that they will arrive on time.”

In this sense, Kuehne+Nagel’s systems are proprietary and made for the company , which are updated and allow for total visibility and 24/7 security protocols to guarantee a reliable supply chain, shares Germano.

If you would like to learn more about Kuehne+Nagel’s growth strategy in Mexico and its focus on nearshoring and cross-border trade, we invite you to consult the  electronic edition of T21’s January magazine by clicking here.

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Based on records from the Federal Motor Carrier Safety Administration (FMCSA), Forza Transportation Services Inc. achieved a distance of 92.9 million miles traveled in the United States in 2023, with a fleet of 729 semi-trucks.

Recently, Forza Transportation Services announced that it has incorporated its first electric semi-trucks, the Kenworth T680E, which according to information shared with T21, is the first of its kind in this region of Texas and will be operating for trade exchanges between Mexico and the United States.

“Electric trucks have become a crucial tool in our industry, as more and more customers demand solutions that do not negatively impact the environment, as diesel does,” commented Roberto Pérez, CEO of Forza.

Based on data from the United States Department of Commerce, Mexico remains the main trading partner of the U.S., with the Port of Laredo being the most important for foreign trade with the U.S. In the first half of 2024, the trade value reached 166 billion dollars (USD).

Given this high demand for trade, 17,000 trucks pass daily through the Laredo (TX) – Nuevo Laredo (Tamaulipas) region. Forza Transportation aims to integrate its electric semi-trucks to reduce emissions and operating costs.

The T680 electric truck can reach speeds of up to 70 miles per hour (112 km/h), with a range of 200 miles (321.9 km) per battery charge. A notable feature is the battery recharge speed, which allows it to reach full charge and maximum range again in just three hours.

To strengthen its strategy, Forza Transportation is developing a solar panel farm to power a supercharger capable of charging up to 16 trucks per day. “At Forza, we are pioneers in the use of electric trucks in South Texas. The future is here, and we want to be prepared,” emphasized Pérez.

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During the last five years, the motor transportation industry experienced a phenomenon of Mexican companies creating companies in the United States to offer door-to-door services in the cross-border segment .

This situation, with an exchange rate above 20 pesos against the dollar, was a strength for companies that entered the US market, however, in the last year and a half, where the Mexican currency strengthened and the exchange rate exchange rate remained below 18 pesos, had an impact on this company configuration.

This situation was what allowed Forza Transportation to strengthen itself in the market.

“We used a reverse strategy, we entered the Mexican market to provide door-to-door service in the crossborder, where our strength was in recent years, where the exchange rate allowed us growth,” Roberto Pérez Levi told T21. , president of Forza Transportation.

The manager described that with the exchange rate at levels between 17 and 16 pesos, there were transportation providers who went from charging Forza a thousand dollars for the service between Nuevo Laredo and Querétaro to up to 1,600 dollars for the service , “with that increase, “We better take advantage of our own infrastructure and manage it as an advantage for our clients.”

Currently, Forza Transportation, with its companies in the United States, has a fleet of 1,050 tractor trucks, while in Mexico it has a vehicle fleet of 282 units. “We operate between 1,300 and 1,400 weekly shipments in the crossborder , of which we already operate with our own fleet, about 70% , the rest we continue to do with our allied Mexican transport companies,” Pérez Levi highlighted.

Recently, Forza opened its headquarters in San Pedro Garza García, Nuevo León. This entity is the base of operations for its two divisions: in Salinas Victoria it has its operations center for Mexico, while services in the United States are controlled from San Pedro.

Roberto Pérez emphasized that Forza and its group of companies, based on data from the Federal Motor Carriers Safety Administration (FMCSA) , in 2023 registered a movement of 120 million miles, “we are the largest door-to-door crossborder company , according to “FMCSA data, the company that follows us in this process drove 28 million miles.”

The story of Forza Transportation began in 2007, when Roberto Pérez began his activity as an operator  seeing an area of ​​opportunity in the motor transportation market, after graduating with an MBA from the University of Texas.

In 2008 he started Forza Transportation, and as he himself describes, “the advantage of dual citizenship, the knowledge of both markets, the expertise that gave me a different perspective and, above all, taking advantage of the conditions of the American market for the growth of the company with financing rates of 4% for the acquisition of trucks, for example, and that thanks to NAFTA (North American Free Trade Agreement) and the T-MEC (Treaty between Mexico, the United States and Canada) have been our engine of growth.”

In recent days, Forza celebrated the investment of more than $220 million during 2024 in its operations in Nuevo León.

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