The logistics industry in Mexico faces a race against time: digitize or disappear . In a sector characterized by narrow margins, high operational pressure, and increasing regulatory complexity, the adoption of technology and Artificial Intelligence (AI) is no longer an option, but a prerequisite for competing and scaling, warned Carlos Cardini, co-founder and co-CEO of Konfront .

In an interview, the executive highlighted that more than 80% of goods in Mexico are moved by tractor-trailer , which makes logistics a pillar of economic development, but also one of the industries most exposed to error.

“It’s an unforgiving industry. The margin is so low that any operational failure directly impacts profitability,” he explained.

Based on his experience, Cardini argued that logistics is one of the sectors with the greatest potential to leverage AI in Latin America.

“Logistics is operationally intensive; there’s always something happening, often outside of working hours. Technology not only improves efficiency but also reduces human effort,” he noted.

Among the main use cases that Konfront has implemented are the digitization of operational processes , the tracking of units via GPS from the operator’s phone , the automation of the Waybill , as well as the optimization of routes and return loads , one of the major profitability problems of transport in Mexico.

“Many trucks return empty. With digital platforms, we can connect carriers with shippers who need to move cargo back, which improves asset utilization and reduces costs,” he emphasized.

Beyond basic digitization, AI allows logistics companies to anticipate critical problems . Cardini highlighted predictive models that detect route deviations in real time, which can be an early indicator of an attempted robbery.

“If a truck deviates from its planned route by more than five minutes in certain areas, it’s usually a sign of risk. With advanced analytics, we can generate immediate alerts and even intervene to prevent the incident,” he explained.

Other key benefits of using AI include dynamic routing , connected with tools like Waze or Google Maps ; more accurate delivery estimates , with predictive models ; automated customer service , through AI agents that respond in minutes and increase the conversion rate ; and automatic validation of documents and merchandise , reducing human errors and tax risks.

“An Artificial Intelligence agent can do the work of dozens of people on repetitive tasks, allowing human talent to focus on higher value activities,” he said.

Despite these advantages, technological adoption remains limited, especially among small and medium-sized enterprises. In Mexico, there are approximately 185,000 logistics companies , many of which still manage their operations using Excel.

“The level of digital maturity in Mexico is far behind what we see in the United States or Europe. Companies that don’t build a solid technological core in the next five to ten years are going to disappear,” Cardini warned.

This core, he explained, is not just about using chatbots , but about integrating data, operating systems, billing, CRM and cybersecurity into a single infrastructure , capable of supporting fast and scalable decisions.

Looking ahead, the executive identified three major trends in logistics:

• Internal hyperconnectivity of all systems.
• Differentiating technological capabilities , focused on customer experience.
• Tools to make the operation profitable , such as predictive models of routes and loads.

“Companies that manage to integrate these three layers will be the ones that capture the largest market share,” he said.

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El cargo Artificial Intelligence, key to the survival of logistics in Mexico: Konfront apareció primero en T21.

Risk management in the supply chain contributes to a decrease in disruptions, cost reduction, and economic losses, among other factors, industry specialists agreed

Raúl Méndez, COO of Business Development at Grupo Quatro , specified that the risks range from factors such as weather, suppliers, geopolitics, energy, to name a few.

“We are living in a very chaotic, disruptive, and divergent world. Today, there are many risks, and we cannot ignore risk as a factor in competitiveness, profitability, or growth,” he noted during the Supply Chain Risk Management Intelligence and Strategy meeting , organized by the #SoyLogístico Association .

Jorge Bernal, Head of Supply Chain Waters at Nestlé , commented that to minimize risks, with its main commodity being water, the company carries out actions such as reforestation, and also has its plants strategically located for the extraction of the liquid.

“There is an investment in reforestation around the spring, in the communities so that the water regeneration continues,” he stressed.

In that regard, he asserted that the regulations on water use being promoted by the federal government are demanding, but necessary . “We welcome the fact that these regulations are being implemented. In some cases, companies were buying water for one use and using it for another, and this will help to bring order to the situation going forward and ensure a water supply for the next 10 to 15 years.”

Manuel Farías, Systems Director at PM Steele , commented that the company maintains inventories to avoid impacting its customers, primarily in terms of prices, and also offers various alternatives to ensure a quality product.

“We have four plants, one specialized in wood that we are offering to the North American market in a positive way; they have received our product well. But in the steel sector, we are constantly bringing in a portion of inventory so as not to affect prices and to maintain communication in order to bring in good quality steel,” he added.

Similarly, he said that security “cannot be left in just anyone’s hands, so specialized personnel are required, “we are developing our team of specialists.”

Jorge Bernal also explained that the company invests in security systems and equipment for the distribution of its product.

“We don’t own any trucks; everything is outsourced. It’s a challenge. We’ve invested in security equipment, technology, and real-time alert systems. We’ve also provided training to the trucking companies on how to respond to an attempted robbery or kidnapping, and we’ve changed our routes. There’s been a lot of analysis, and we’ve addressed the root causes of the robberies. It’s a lot of training for continuous improvement,” he said.

Meanwhile, Adriana Santana, Head of Construction and Compliance at Naturasol , a food marketing company, explained that the company’s risks go hand in hand with factors of safety, quality, policy, environment and social impact .

“We have an integrated management area that handles evaluations, and another area for quality and chemicals that evaluates the production line and subjects it to various tests to ensure it’s free of bacteria. Additionally, we conduct fumigations, and our clients visit our plants to verify that we are in compliance. We have many filters in place,” he stated.

He explained that the political factor was a risk that impacted the company, “a lesson learned, we had not considered the political issue, much of our raw material comes from South Africa, so we have to be monitoring this aspect.”

In that regard, Raúl Méndez mentioned that having various actions in place that anticipate a quick and efficient response to this type of incident can save between five million dollars (USD) and 15 million dollars annually .

He emphasized that anticipating disruptions requires six steps, including identifying potential risks that could affect the supply chain, analyzing and mitigating them—that is, developing strategies for their control

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Innovation and technology are part of the current tools that allow for making appropriate and efficient decisions to face disruptions that may arise when carrying out vehicle logistics, according to industry specialists.

Sergio Gutiérrez, Director of Operations at Glovis America , indicated that technology is important because it allows for predictability and solutions to anticipate issues such as congestion, lack of capacity, and others.

“If we don’t have this, we’re not in the game. Today we’re worried about how much we’re going to invest in technology, but now the challenge is whether that will be a driver for an impact on work, whether it will reduce the presence of humans in decision-making. What we see is that it’s meant to make better, faster decisions, not to replace jobs,” he said.

In the panel “Adapt to Change: Increased Flexibility in Vehicle Logistics” held within the framework of Automotive Logistics & Supply Chain, Carlos Augusto Eudave, head of Logistics at Chirey Mexico, explained that technology will be in the processes and only Artificial Intelligence will be integrated into the system.

“We use Artificial Intelligence in the process in China, and that is helping us to be faster in the face of fluctuations in production. We are looking at what the next steps are in synchronizing logistics processes,” he said.

He reiterated that the use of this tool provides a solution; however, the final decision will be made by a human. He also commented that flexibility must consider the impact on quality and cost, and adapt processes as much as possible.

Similarly, he mentioned that through innovation they are aware of market trends in each of their distribution centers regarding models or colors, “we analyze and place the order with China and that is what we are going to sell in that region of the country, with this we are reducing costs.”

Bernardo Múzquiz Pezino ( a member of the 21 T21 Young Leaders in 2020 ), Director of Logistics for Finished Vehicles at General Motors of Mexico , highlighted that the country is one of the main exporters of vehicles, while the company is the third largest, so “we have to be efficient in how we make decisions in our export strategy, otherwise we wouldn’t meet our monthly goals.”

“GM doesn’t want to adapt but to create change, and we invite our partners to work together towards innovation so that we can achieve this by next year,” he said.

Antonio Zepeda Torres, Commercial Director of the CSI Group , said that they provide these types of tools for decision-making and analyzing information to anticipate disruptions.

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Faced with the disruptions currently affecting the automotive supply chain, the use of Artificial Intelligence (AI), automation, digitalization, and innovation allows for improved productivity and delivery of units, industry specialists agreed.

Francisco Bravo Gómez, Senior Director of Supply Chain at Audi Mexico, commented that they are testing AI tools with an anticipatory and evaluative approach to foresee any disruptions in their logistics

In the panel ” Boosting Productivity: Creating High-Performance Logistics Networks within the Automotive Logistics & Supply Chain Framework,” he explained that with pre-established scenarios, one can react quickly to any disruption.

“This long-term risk management effort provides flexibility, and you learn and create an organization to manage, decide, and react when disruptions occur,” he said.

David D’Annunzio, Global Vice President, Vertical Leader – Automotive at DP World , explained that the use of technology and innovation allows for improved operations.

“We share best practices. When there are disruptions, you need immediate attention, which we didn’t have before, to make decisions to protect the supply chain,” he indicated.

Therefore, he commented that sharing adequate information among customs, partners, government, ports, service providers, among others, are the most important challenges in the coming years

Víctor Monroy, general manager for Mexico and Central America at MSC , mentioned that agility in decision-making is required, and recalled how the change in containers for vehicle transport benefited, where this modification resulted in 1.3 million cars being moved in 2024 , thus increasing productivity and improving results in delivery to the end customer

“As logistics partners, we must ensure that we understand the customer’s mindset, what they need. We have to be focused on the same mindset,” he said.

Dayan León, Deputy Director of Parts Logistics at Nissan Mexico , mentioned that having the right partners will allow them to face disruptions and changes more nimbly.

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El cargo Use of technologies allows facing disruptions in the automotive supply chain apareció primero en T21.

Facing disruptions in the supply chain remains a challenge for logistics companies, which is why they look to planning and technology , especially the implementation of Artificial Intelligence (AI), as part of the solutions to transform the response to disasters and crises of various kinds .

According to Samsara ’s State of Connected Operations (SOCO) — Plan, Act, Recover: Disaster Preparedness in Physical Operations report , only 3% of Mexican companies plan for supply chain disruptions and security threats , while 89% have suffered financial losses due to being unable to locate critical assets.

“Mexican companies are unprepared for large-scale crises such as natural disasters, supply chain collapses, civil unrest, and security threats,” the study, which included 1,550 emergency specialists—150 from Mexico—emphasized.

According to the data revealed by the analysis, 22% of respondents stated that their organizations are not ready to respond to a major crisis.

“The biggest risk in Mexico isn’t the weather, but rather operating blindly when networks fail or routes are blocked,” said Brendali López, Marketing Director for Samsara in Mexico.

In addition, they showed low confidence in their level of preparedness, as only 23% feel adequately trained, mainly in extreme weather events, as well as natural disasters and cyber incidents .

Access to connectivity during a crisis is a clear issue. In Mexico, 59% of leaders reported inconsistent real-time data on key resources, while 77% expressed concern about maintaining critical communications needed to coordinate people and assets.

The role of AI in disasters

For 79% of respondents—across 21 industries and seven countries, whose roles span planning, response, and recovery— AI will fundamentally transform disaster response over the next five years .

“Leaders in the region are looking to technology to strengthen emergency planning, early warnings, and real-time decision-making,” the study stated, adding that an effective response requires a better-prepared workforce .

In this regard, in Mexico, 76% of respondents considered that their frontline teams lack the necessary training to use digital tools in a crisis .

In addition, 86% noted that the increasing frequency of disasters is generating new training demands, particularly in the use of data and technology .

This underscores the urgency of using artificial intelligence and other technological innovations to more effectively support leaders in managing future emergencies.

“True resilience depends not only on AI, but also on orchestrated operations, redundant communications, and trained teams. When these three elements align, organizations can keep people safe, redirect supply chains in hours, not days, and contain the financial impact,” emphasized Brendali López.

Supply chain recovery after a disaster is only possible with a strategy in place to get businesses back on track.

Thus, 97% of organizations with emergency plans resume operations within three days of a crisis , confirming that “preparedness not only speeds recovery, but also reduces losses.”

In a context of increasingly frequent disasters, planning is essential to protect people, ensure operational continuity, and maintain the trust of employees, customers, and citizens.

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El cargo AI and planning, key to addressing supply chain disruptions in the face of disasters: Samsara apareció primero en T21.

Throughout history, logistics has been presented as that balancing force that resolves everything amidst the chaos, which today presents itself through uncertainty, tariffs, geopolitics, natural disasters, blockades, inspections, strikes… and the list could go on. But is logistics truly the yin amidst the yang? 

Manuel Farías, an academic and supply chain specialist, tells T21 that logistics stems from necessity and establishes order; in fact, history shows it has been crucial in times of crisis.

“In the world wars, whoever did logistics well won the war,” Farías recalls. 

For the specialist, the COVID-19 pandemic was a turning point that made it clear that supply chains are not immune to collapse in the face of global disruptions and that logistics is not all-powerful; it depends on external factors such as infrastructure and security. 

For her part, Sandra Aragonez, senior director at Alvarez & Marsal , points out that this “chaos” accelerated the urgency of having more flexible and technologically prepared chains . 

“In Mexico, I see two major universes: companies, mostly multinationals, that are innovating with digital tools and collaborative models, and Mexican businesses, especially SMEs (small and medium-sized enterprises), that are far behind in planning and digitalization,” he warns. 

For Aragonez, the path to a more robust supply chain is based on five strategic pillars : advanced demand planning, agility, true collaboration, talent, and digitalization. 

Evolution

In recent years, Aragonez has observed a significant transition : previously, demand planners typically came from the sales department; today, the role requires data mastery, working with specialized scientists, and close collaboration with marketing, sales, and operations. 

“Now, not only is the forecast measured , but also how it correlates with service level, costs, and profitability. The demand plan is no longer the exclusive property of sales; the entire organization is responsible for meeting it,” he explains. 

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El cargo Logistics of chaos, beyond planning apareció primero en T21.

From pandemics and geopolitical conflicts to climate events and technological transformations, supply chains are facing unprecedented pressure to maintain a balance between cost, time, and resilience.

Given this scenario, flexible logistics is emerging as the answer to facing uncertainty , as commented by Adriel Mateos, Director of Business Development at TME , in the Flexible Logistics webinar , organized by the Mexican Association of Freight Forwarders (Amacarga) .

“Logistics flexibility is a company’s ability to adapt its processes quickly and efficiently, ensuring operational continuity in the face of external disruptions. Today, it’s not enough to have efficient processes; we need dynamic processes capable of adjusting in a matter of hours,” the specialist stated.

In this sense, Mateos suggested that the difference between a rigid and a resilient supply chain lies in 10 key principles that companies must internalize if they seek to survive in the current environment of disruption.

The first of these is adaptability , understood as the ability to modify processes based on the context and external factors that may alter daily operations. Added to this quality is agility , that is, the speed with which an organization can make decisions and execute them without internal bureaucracy hindering the response.

Another key element is advanced technology , where tools such as Artificial Intelligence (AI), big data, blockchain, and the Internet of Things (IoT) become strategic allies to prevent risks, optimize resources, and provide visibility to each link in the chain.

At the same time, dynamic inventory management helps prevent both stockouts and excess products, maintaining a balance that guarantees operational continuity and financial efficiency.

In a market dominated by e-commerce, reverse logistics is positioned as an essential process for managing returns and building consumer trust. However, this effort cannot be achieved alone; it requires collaboration among stakeholders in the supply chain , which is essential for building more robust logistics ecosystems that are prepared for disruptions.

The last mile , one of the most sensitive and costly links, requires increasingly efficient models that consider cost optimization and the end-customer experience. Added to this is sustainability , which can no longer be viewed solely as a reputational attribute, but as a true factor in operational efficiency and compliance with increasing environmental regulations.

Adriel Mateos highlighted two crucial human aspects: ongoing training , which allows for talent prepared for changing scenarios, and the need for innovative leadership capable of guiding companies with a strategic vision, but also with a human approach that balances profitability with the well-being of work teams.

On the other hand , the specialist emphasized that key logistics trends should no longer be viewed five years in the future , but rather as ongoing realities. “The future is now,” he summed up.

He mentioned some trends he sees in the short term, such as digitalization and automation , since logistics can no longer be conceived without AI, IoT, robotics, and autonomous vehicles.

Drones, for example, are emerging as an everyday part of distribution. While this involves replacing certain human functions, it also opens up new opportunities for efficiency and added value.

Regionalization and nearshoring (relocation of production lines) will continue to be a trend in Mexico due to its strategic position and ability to attract investment.

Third, Mateos emphasized that more than ever, the logistics chain must revolve around the customer . Technology, speed, sustainability, and flexibility are now decisive factors when negotiating and presenting value propositions.

In this sense, sustainability is no longer optional, as companies that do not make clear commitments to reducing emissions and implementing responsible practices risk being left out of the competition.

With 69 million digital buyers, accelerated e-commerce growth , and a growing influx of foreign investment , Mexico faces a historic challenge and opportunity. From the modernization of ports like Manzanillo and Lázaro Cárdenas to connectivity projects like the Interoceanic Corridor, the country requires robust and secure infrastructure to consolidate its position as a world-class logistics hub .

Challenges on the horizon

Despite the optimism, Adriel Mateos identified structural challenges that should not be ignored: road and port safety , the technological gap that requires investment in innovation, and the still insufficient infrastructure to respond to the accelerated growth of e-commerce and foreign investment.

“If we don’t invest in technology and security, other global companies will take the lead in our own market,” he warned.

The specialist proposed that companies carry out a strategic introspection that includes:

• Data analysis as a basis for decisions.
• Honest assessment of the current situation.
• Forward-looking planning .
• Collaboration with authorities, partners, suppliers and customers .
• Constant training to avoid being left behind.

“Let’s begin the transformation now. Flexible logistics isn’t just about reacting, but also about anticipating, building collective solutions, and making a commitment to the country and the world,” he emphasized.

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El cargo Flexible logistics to survive in times of disruption apareció primero en T21.

This was warned by specialists during the presentation of the State of Logistics Report 2025 , presented at the Council of Supply Chain Management Professionals (CSCMP) , in collaboration with Kearney and Penske Logistics .

Paul Bingham , director of Transportation Consulting at S&P Global Market Intelligence , explained that the economic environment has weakened significantly.

“The economy is not in crisis, but it has clearly weakened,” he said.

According to their analysis, US Gross Domestic Product (GDP) growth is expected to be just 1.3% in 2025 , while global GDP growth is projected to be 2.2% , the lowest rate since 2009 outside the context of the pandemic.

This implies lower aggregate demand, pressure on logistics margins, and a more adverse investment environment.

Furthermore, the high cost of money— derived from high interest rates—has directly impacted inventory management and capital decisions.

“We’re at a point where uncertainty is the only constant. Therefore, the supply chains that survive will be those capable of scenario planning and responding quickly to disruptions or abrupt changes in demand,” Bingham said.

Dynamic inventories and operational flexibility

One of the sectors most sensitive to this environment is retail .  Brendan Dillon , Senior Vice President of Global Inventory, Transportation, and Commerce Management at Target , explained how the company has redesigned its logistics strategy to adapt to changing consumer patterns.

“Consumers are prioritizing essential products and reducing discretionary spending. This directly affects our key categories,” he commented.

In this context, Target has opted for continuous planning , based on short cycles of inventory, demand, and transportation analysis.

“Our network is designed to adapt quickly. We maintain a combination of short- and long-term contracts, with a strategy that includes our own fleet and partnerships with reliable carriers. The goal is to ensure availability, speed, and cost efficiency,” he explained.

In this regard, the company has chosen to maintain long-term strategic relationships with its logistics partners.

“Trust is built on reliability. And loyalty is built on fair prices,” Dillon said.

Ports, between resilience and energy transition

For its part, the Port of Long Beach , one of the largest and most strategic in North America, has also had to adapt to the new normal.

Its director of operations, Noel Hacegaba , highlighted that, despite the drop in imports during 2023, volumes have regained strength.

“The US economy has proven surprisingly resilient. In May, we had our best month since 2020. This reflects a recovery in consumer spending and greater stability in supply chains,” he commented.

Hacegaba also emphasized the port’s long-term planning , which includes investments of $3.2 billion in infrastructure over the next decade .

These will focus primarily on expanding rail capacity and accelerating the transition to zero-emission operations.

“Currently, 25% of our cargo leaves by rail. We want to increase that figure to 35% to reduce our carbon footprint and improve logistics efficiency. We are convinced that the future of the port is intermodal, electric, and automated,” he stated.

3PLs, more than operators, strategic partners

In an environment of high operational complexity, third-party logistics providers (3PLs) have gained prominence as key allies in managing uncertainty.

Andy Moses , SVP of Strategy and Sales at Penske Logistics , said supply chains are facing unprecedented pressure to become more resilient, but also more efficient.

“Logistics is more important today than ever. Companies want flexibility, real-time visibility, and responsiveness. And that requires close collaboration between customers and logistics operators,” he emphasized.

Moses explained that customers demand integrated , data-driven solutions that can adapt to market fluctuations.

“It’s no longer enough to simply move merchandise. We must anticipate, redirect, optimize, and, above all, inform,” he said.

Along these lines, Korhan Acar , a partner at Kearney and lead author of the report, warned that the greatest potential for logistics efficiency lies not in the origin of the products, but in their transportation.

“The supply chain is increasingly decentralized, but logistics remains the major bottleneck,” he said.

One of the study’s key findings is the persistent inefficiency of backhaul : only 20% of return journeys are properly utilized.

“This represents a massive loss of value. With Artificial Intelligence (AI), we can redesign routes and loads to address this structural inefficiency,” he explained.

Acar also noted that the digital maturity of many companies remains low , as the adoption of generative AI, digital twins, and automation is underway but not yet uniform.

Experts agreed that in a challenging environment, the most successful companies will be those that plan with vision, collaborate intelligently, and embrace technology as a driving force for transformation .

“Every dollar invested in logistics today must yield double. And that can only be achieved with timely information, flexible processes, and a network aligned with the business,” said Acar.

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El cargo The axes of logistics in 2025, navigating uncertain waters apareció primero en T21.

Global logistics is navigating increasingly turbulent waters. Geopolitical disruptions, trade tensions, regulatory restrictions, and extreme weather events have created a constantly uncertain environment for supply chains.

In this context, the Council of Supply Chain Management Professionals (CSCMP) , in collaboration with Kearney and Penske Logistics , presented the State of Logistics Report 2025 , an annual thermometer on the health and transformation of the logistics ecosystem, which this year is entitled Navigating through the fog .

“We expected greater visibility for 2024, but what we got was more fog. We entered 2025 with new complexities: protracted conflicts like those in Ukraine and the Middle East, blockages in strategic corridors like the Suez Canal and the Panama Canal, and a wave of tariff policies with profound implications for global flows,” explained Korhan Acar, a partner at Kearney and lead author of the report.

To respond to this changing context, the 2025 report incorporated a more robust methodology.

The firm has added Kearney Foresight , its forward-looking analysis division, to its team , specializing in modeling scenarios for systemic shocks.

In addition, the sample of interviews with logistics and transportation industry executives was doubled, allowing for a more precise identification of stress and resilience issues.

“Resilience has ceased to be a differentiator and has become an operational requirement. Efficiency or low costs are no longer enough; the chains that survive are those that can adapt quickly to any disruption,” said Acar.

Logistics costs grow and consolidate

One of the most significant findings is the increase in total logistics spending in the United States, which reached $2.3 billion , equivalent to 8.8% of nominal GDP.

This represented an increase of $135 billion compared to 2023 , marking a new structural level following the changes induced by the pandemic.

“We’re seeing a stabilization at a higher point. For many companies, logistics costs are no longer a secondary line of business; they’re now strategic, visible, and decisive for profitability,” Acar noted.

The report shows that trucking fell 0.7% in value due to a decrease in fares and overcapacity, although the market is beginning to stabilize.

Maritime transport saw the greatest growth, with a 93.1% increase in spending, driven by rate increases on Asia-US routes of up to 77% and a string of disruptions such as the Red Sea crisis, the drought in the Panama Canal, port congestion, and strikes on the US East Coast; even a tariff pause was enough to temporarily boost rates.

In parallel, air transport grew 8.6%, driven by e-commerce, express shipments, and diversions from maritime transport.

Although airfares fell 3%, high demand and fleet reductions by FedEx and UPS kept the sector under pressure.

Growth is expected to be 6% by 2025 , although reforms such as the de minimis reform could reduce international demand for small packages

In this regard, parcel delivery increased by 2.2%, driven by the continued growth of e-commerce , which represents 16.4% of retail sales in the United States and up to 50% in China.

Rail transport, meanwhile, grew modestly by 0.8%, with an 8% increase in intermodal volumes, although pressured by lower trucking rates.

General cargo volumes fell 3%, especially in coal, minerals, and metals. The outlook is cautious given truck competition and the weak industrial recovery.

In storage , the market stabilized and vacancy increased, but at a slower pace than in previous years. Rents grew by 5%, and subleases reached record levels.

Net takeup and new construction fell sharply. Contracts signed during the pandemic will expire in one to three years, which could lead to disruptions, and the popularity of bonded warehouses has also increased.

In terms of inventories , 58% of shippers maintained stable levels, while 27% reduced them and 15% increased them.

Although a destocking process was expected , it did not materialize due to front-loading in response to potential tariffs. The logistics inventory index rose from 60.7 to 73, indicating an expectation of expansion in the remainder of 2025.

One of the most striking findings is the so-called barbell effect on delivery speed.

On the one hand, giants like Amazon are consolidating consumer expectations of same-day or next-day delivery, which has become a key competitive differentiator. On the other hand, there is a solid consumer base that prioritizes cost over speed.

In this segment, delivery accuracy is more important than speed.

This change has opened the door to greater diversification of logistics providers.

Startups, carriers, and regional transporters are gaining ground against larger national carriers, as UPS strengthens its rural delivery network and Amazon expands its role as a third-party carrier nationwide.

From reshoring to friendshoring, the global network is reconfigured

Another relevant point of the report is the analysis of relocation strategies.

Far from a massive return of manufacturing to the United States , companies are opting for hybrid models, supplier diversification, expansion into politically neutral countries, and strengthening relationships with trading partners.

“Most aren’t looking to return all of their production. Even with 25% tariffs, the total cost of moving an operation can be higher than keeping it where it is, if there isn’t a clear business case,” Acar said.

He added that only in strategic cases, such as sensitive or high-tech products, is a more drastic measure justified.

In contrast, mergers and acquisitions (M&A) in the logistics sector slowed for the third consecutive year. Regulatory and geopolitical uncertainty led many companies to focus on protecting their operations and optimizing their installed base, rather than growing through acquisitions.

Evolution of 3PL and freight forwarding

3PLs (third-party logistics) and freight forwarders are seeing key growth as strategic partners.

Today’s complexity demands end-to-end solutions , accelerating the adoption of artificial intelligence and automation , as well as a transformation of business models toward more agile and flexible operations.

Investments focus on last mile , regional alliances, and automated warehousing.

The report highlighted a fundamental mindset shift : optimization is no longer a one-time exercise, but an ongoing process. Successful companies combine digital execution with more resilient and dynamic network models, ready to adapt in real time.

“Navigating through the fog requires not only more precise instruments, but also a different mindset. Companies that understand this will be better positioned to face what’s coming,” Acar said.

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El cargo State of Logistics 2025: Navigating the Fog of Global Disruption apareció primero en T21.

Uncertainty is no longer an anomaly in foreign trade, but part of the system . The era of predictable free trade is over, so companies must reinvent themselves to survive.

Within the framework of the Gomsa 2025 event Foreign Trade in a World of Transformation , leaders from the logistics and commercial sector who participated in the panel The New Foreign Trade War: Agile Strategies to Navigate Global Instability , discussed the main challenges facing the supply chain in an increasingly volatile international environment.

The moderator, Luis Fernando Pérez , director of operations at Gomsa, led a multi-faceted conversation in which specialists agreed that foreign trade is going through a critical phase in which agility, data, and collaboration are vital.

“Logistics is change. And the only thing that doesn’t change is change,” said Eduardo Reyes , specialist and academic.

This change, the panelists explained, is neither linear nor gradual, but rather disruptive, geopolitical, technological, and regulatory, and occurs every day.

For Noemí Fuentes , squad lead director of CMA Trading Walmart , the sector is facing a three-tiered storm : operational chaos , with disruptions like those currently affecting the port of Manzanillo; strategic chaos , with trade wars redrawing global routes; and existential chaos , with increasingly blurred rules of the game.

“We don’t know who writes them or how long they will last,” he warned.

On the other hand, nearshoring has been presented as a magic bullet for Mexico, but hard data tempers the enthusiasm.

According to Eduardo Reyes , 93% of recent investments are reinvestments , not new capital.

“The real opportunity is not just in being close, but in being ready,” he said.

For Reyes, Mexico should invest more in friendshoring , with strategic agreements that transcend mere geographic proximity.

Víctor Hugo Durán , director of international logistics and foreign trade at Grupo Axo , was more direct and pointed out that nearshoring makes sense, “but who risks investing heavily when everything can change with a decree or an election in another country? ”

The panelists agreed that supply models are under pressure.

Nashielly Escobedo , general director of the Latin American Confederation of Customs Agents (CLAA) , explained that companies face a dual mandate to adapt to new requirements, such as the national content requirements of the Mexico Plan , while maintaining profitability.

He also criticized the government’s contradictory messages, saying, “You can’t facilitate investment and at the same time tighten oversight. If we want to attract capital, we need consistency . “

In this context, the panelists agreed that technology, data, and cooperation will be the key tools for navigating the new environment.

“Agile logistics is essential, but so is reading the data correctly. With it, we can anticipate disruptions and build stronger alliances,” said Víctor Hugo Durán.

Likewise, Noemí Fuentes called for breaking down information barriers .

“Information can’t flow only within the company. We need to share it across partners and sectors; only then will we be able to respond in a timely manner,” he emphasized.

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El cargo Adapt or lose: the dilemma of foreign trade in the face of new global instability apareció primero en T21.