Logistics in Mexico is beginning to move beyond the stage marked by reacting to global disruptions and enter a phase where competitiveness increasingly depends on companies’ ability to measure, compare, and improve their performance. This is reflected in the 4th National Study of Logistics Indicators , prepared by #SoyLogístico Association , LDM , EGADE Business School of Tecnológico de Monterrey , and the Ministry of Economy . The study’s results show supply chains with higher service levels, but also new challenges related to planning, talent, sustainability, and operating costs .

The study, compiled using data from over 160 companies for the period 2023-2025, confirms that logistics has evolved from a purely operational area to a strategic element within organizations. The research incorporates 17 key performance indicators (KPIs) that allow companies to benchmark themselves against their peers and assess the maturity level of their operations, classifying them as leaders, intermediate, or lagging.

During the presentation, David Martínez, general director of #SoyLogístico Association, explained that the intention is to make this exercise a national benchmark for decision-making.

“What we want in the future is to conduct a robust study , to have hard data on the basic logistics KPIs so that you can compare yourselves (…) the other objective of the study is to create a culture of sharing information,” he said.

The results show that service level indicators maintain a high performance. Customer delivery fill rate , perfect sales order, and on-time deliveries remain above 90% in most of the sectors analyzed, reflecting increasingly mature operations and greater discipline in logistics execution.

However, behind these good results, a structural challenge persists: planning.

Forecast accuracy remains one of the indicators with the greatest disparity between leading and lagging companies , demonstrating that many organizations still overreact. While leading companies achieve accuracy levels close to 95%, lagging companies barely exceed two-thirds.

José Ambe, CEO of LDM, attributed this difference primarily to the use of technological tools. “What makes the difference between a leading company and a lagging one? A factor we hear about constantly: technology. Artificial intelligence… the better we plan, the better we will invest our capital.”

According to the manager, low forecast accuracy leads to unnecessary inventories or, conversely, shortages that ultimately affect customer service and the use of working capital.

Another key finding is the shift in inventory management. The study identifies higher inventory turnover in industries such as food, manufacturing, and automotive, accompanied by lower warehouse utilization, pointing toward more agile operations and better management of capital invested in inventory.

Ambe pointed out that this trend also has direct implications for productivity. “Something that concerned us in previous studies was seeing warehouses at 90, 95, or 100% utilization. We consider 80 to 85% to be the healthiest number we can find,” he stated.

The study also reveals a transformation in how companies manage their logistics infrastructure. While warehouse outsourcing continues to grow in several sectors, particularly food and healthcare, transportation shows the opposite trend: many companies are choosing to regain control of this activity.

For Ambe, this change is due to factors that go far beyond operational efficiency. “We didn’t expect to see this in the study (…) what’s happening is that companies are taking control of transportation,” he stated, linking this trend to the shortage of drivers, the limited installed capacity of the trucking industry, and safety problems on Mexican highways.

High turnover

The human factor also emerges as a major concern for the industry. Research shows an increase in staff turnover among logistics personnel in most sectors, particularly in food, construction, and logistics services, a phenomenon that increases pressure on productivity and operational continuity.

“We are fighting over resources (…) the personnel who operate the supply chain will continue to be the key factor that drives the logistics of our country,” Ambe said.

Sustainability is another of the most noticeable changes. Although 63% of companies still admit to not measuring their carbon footprint, this percentage represents significant progress compared to the 84% recorded in the previous two years, reflecting that more and more organizations are beginning to incorporate environmental metrics into their logistics operations.

The study itself shows that this practice continues to be concentrated mainly in companies with revenues exceeding 10 billion pesos, while small and medium-sized enterprises maintain a much lower adoption rate.

Ambe warned that this trend will no longer be optional. “It’s no longer a fad. It’s becoming a reality (…) whether our customers, our shareholders, or our government ask us to.”

From a strategic perspective, Eric Porras, director of postgraduate studies at EGADE Business School, highlighted that one of the most relevant findings of the study breaks with a common perception in the industry: raising the level of service does not necessarily imply increasing logistics costs.

“Many companies have a high level of performance and are not necessarily raising their logistics costs proportionally,” he said.

Furthermore, he pointed out that the size of the company does not by itself determine logistics performance , since medium and even small companies achieve competitive levels comparable with larger-scale organizations.

For his part, Ignacio Aguado, Director General of Innovation, Services and Domestic Trade at the Ministry of Economy, contextualized these results within the review of the United States-Mexico-Canada Agreement (USMCA) , highlighting that logistical strength will be crucial to maintaining Mexico’s position within the North American economic bloc.

“Mexico is well established with solid and strong foundations because we are a great economy,” he stated.

Meanwhile, Javier Ordóñez, president of the #SoyLogístico Association, insisted that the study should be understood as a management tool and not just as a statistical document.

“It’s a study to compare ourselves (…) knowing where others are gives us a reference point to say: I can improve,” he said.

Beyond individual indicators, the study draws a clear conclusion: competitive advantage will no longer depend solely on moving goods quickly, but rather on organizations’ ability to measure their performance, leverage technology, strengthen collaboration with suppliers, manage talent, and control costs without sacrificing service levels. In an environment where supply chains face increasing commercial and regulatory demands, logistics is ceasing to be a support area and is becoming one of the main drivers of business competitiveness in Mexico.

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