In a sector where profitability is at stake in every kilometer traveled, Salvador Bañuelos Rizo presented  his latest work, “Routes to Success: Growth Strategies for Freight Transportation , ” during the Monterrey 2025 Transportation and Logistics Meeting (ETYL), organized by T21.

The credit and collection specialist—founder and CEO of AFS International , an agency with a presence in Mexico, the United States, and Canada— proposes a practical roadmap for transportation companies to achieve sustained growth, liquidity, and financial strength in an environment where competition and volatility are the norm.

The book, with a foreword by Osiel Cruz, CEO of Grupo T21 , is based on an essential premise: growth depends not only on moving more cargo, but also on intelligently managing each financial relationship. “Without a doubt, there will be a notable before and after in those companies whose leaders have the opportunity to access this work and assimilate the knowledge acquired through many years of study,” Cruz wrote in the prologue, underscoring the text’s value as a strategic tool for those who manage land, sea, and logistics transportation operations.

For Bañuelos, the book seeks to transcend theory. “Routes of Success seeks to share proven methodologies, financial strategies, and management processes that help transportation entrepreneurs strengthen their profitability and maintain healthy cash flows,” he explained. The work brings together real-life lessons learned, success stories, and applicable policies that, according to the author, have transformed the operations of companies across North America.

The text is structured around eight pillars that serve as compasses for those aspiring to build a financially sound transportation company.

• The first, smart credit , addresses how to assess risk and grant credit based on technical, historical, and profitability criteria, avoiding intuitive decisions that compromise credit flow.
• The second, strategic collections , offers effective tactics for recovering receivables without damaging business relationships, a balance that, according to Bañuelos, defines the survival of many companies.
• The third pillar, contracts and legal compliance , addresses the importance of well-structured agreements to prevent conflicts and protect the operation.
• The fourth, sales and customer service , highlights the importance of building long-term relationships based on trust, service, and profitability.
• The fifth, dispute and claims resolution , proposes professional and effective methods for dealing with operational and financial differences.
• The sixth, traffic and operations optimization , offers strategies to increase efficiency, reduce costs, and improve logistics flow.
• The seventh, Working with External Collection Firms , details how to select, monitor, and leverage specialized partnerships to maximize recovery without compromising business reputation.
• Finally, the eighth pillar, the digital era and human resources , emphasizes how technology, data, and talent can drive productivity and innovation within the transportation ecosystem.

More than a financial manual, Routes to Success presents itself as a logbook for entrepreneurs seeking a balance between expansion and control. In each chapter, Bañuelos combines the precision of a credit specialist with the insight of someone who has observed the crises and upswings of transportation from the inside. His goal is clear: to professionalize the financial management of a sector that drives the country’s economy but still faces shortcomings in risk management and a debt collection culture.

Author of works such as “Efficient Collections in Freight Transportation,” “Credit & Collections in the Freight Industry,” and “Credit and Collection Policy – ​​Practical Guide,” as well as the column “The Art of Collecting” published on the T21 website, Salvador Bañuelos reaffirms his commitment to the financial development of transportation with this new publication . His book, available in print through his official website , is shaping up to be an indispensable guide for those who understand that the true paths to success begin long before the truck even sets off.

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SAN PEDRO GARZA GARCÍA, NL – In Monterrey, an unlikely alliance between a global appliance manufacturer and two logistics giants has become a paradigm-challenging model of efficiency. While many companies continue to rely blindly on trucking as the backbone of their supply chain, LG Electronics , Union Pacific , and Matson Logistics have demonstrated that intermodal—the combination of truck and rail—can be synonymous with resilience, cost savings, and precision . It hasn’t been a linear path, but rather a story of strategic vision and long-term collaboration.

For José González, Logistics Director at LG Electronics in Mexico, it all began with an urgent need: “The hardest part was internally convincing everyone of a project that could bring significant cost savings, and then came the execution.” The company, with production centers in Mexico and a growing export volume to the United States, faced a bottleneck at the border: a shortage of operators, cost overruns, and an overcrowded infrastructure. The solution came not from a new road system, but from a locomotive capable of transporting between 180 and 220 containers in a single trip.

The change wasn’t immediate. It required modifying production lines and plans, adapting inventories, and, above all, changing the internal mindset regarding rail. “Internally, everyone knows the truck service: you take it here, drive four hours to the border, and that’s it. But the intermodal issue is different: you have to sell it with a clear cost-benefit ratio,” González explained during his participation in the panel “Success Story: LG White Goods and Appliances” at the Transportation and Logistics Meeting (ETYL) Monterrey 2025 , organized by T21.

The result was overwhelming: the company’s storage area was reduced from 30,000 to 9,000 square meters, freeing up space for new production lines.

Two key partners were involved in the equation: Union Pacific, with its US rail network, and Matson Logistics, as the service integrator. The pandemic tested everyone’s ability to adapt. “From shipping 80 containers a week, they suddenly wanted 300 or 400. The big challenge was rail planning; moving trains involves much more than reacting overnight,” recalled Enrique Leal, Branch Manager at Matson. To address this challenge, Matson incorporated its own fleet, and Union Pacific repositioned equipment from areas as far away as Texas.

One of the determining factors was three-way communication. “Communication was very efficient, and interaction was the best,” González emphasized. This synergy allowed LG, amid global disruption, to maintain on-time deliveries, reduce its carbon footprint, and achieve more competitive costs. Daniela Zarza, Business Director – Premium at Union Pacific, emphasized that prejudices about the train still exist: “It’s incredible that at this point, there are still people who, when you say you’re going to sell intermodal, tell you it takes weeks. That’s not the case. Today, a Monterrey-Los Angeles trip takes four days.”

Long-term strategy was another pillar. For five or six years, LG relied on a system that was initially more expensive than highway travel, anticipating that rising operator costs would balance the scales. “It took us a while for that jelly to gel, but when it did, it became a constant and resounding success,” González said. The savings exceeded $200 per shipment, a decisive factor for an Asian company where every cent counts.

Operational discipline was also key. LG went from moving 40% of its volume through intermodal in 2020 to 84.3% today. This transition not only involved internal adjustments but also mutual commitment programs with Union Pacific. Zarza explained: “Every week we measure performance against the forecast . It’s key to planning and delivering for clients like LG, a very large account for us.” On the integrator side, Matson reinforced safety stocks and supported the client at every point in the chain, from the ramp to final delivery.

The environmental dimension is no small matter. Zarza shared a revealing fact: if just 10% of the freight currently moved by road were to migrate to rail, the impact would be equivalent to removing 51 million vehicles from circulation or planting 40 million trees. Intermodal transport not only represents economic efficiency but also a strategy for meeting increasingly demanding sustainability goals.

The benefits are also reflected in security. By mapping vulnerabilities and adjusting practices, LG was able to reduce seal violations from 10 to 15 times a month to zero, simply by removing distinctive markings on its containers. Furthermore, Union Pacific’s institutional support from U.S. authorities opened doors that were previously inaccessible to them as an individual company. “We approached them through Union Pacific, and the next day we were there. That was a wow for us!” González said.

The case of LG, Union Pacific, and Matson is a lesson in patience, communication, and loyalty. “I believe there are three fundamental themes: patience, because it won’t go down the first day; communication, because if you’re not in constant communication, you’re nothing; and resilience, because this is a long-term issue,” González summarized. Leal added: “It’s very difficult to find loyalty in customers; often, they’ll change you at the first mistake. But when there’s a long-term vision, the partnership becomes real.”

For the industry, the message is clear: opening up to intermodal isn’t a fad, it’s a strategic decision. “Try it,” Zarza recommended. “Don’t get stuck with ideas from 20 years ago. Service design is constantly changing, modernizing, and integrating new routes and alliances. This is evolving.”

The logistics roller coaster will continue to experience ups and downs—pandemics, migrants, tariffs, and port blockages— but this case demonstrates that with planning, communication, and a shared vision, it’s possible to build stronger, more sustainable, and more competitive supply chains. LG, Union Pacific, and Matson not only didn’t miss the boat: they turned it into their strategic advantage.

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El cargo Intermodal: The Success Story Behind LG Electronics apareció primero en T21.

SAN PEDRO GARZA GARCÍA, NL – Reducing road accidents and highway robberies to zero may seem like a utopia, but for Motive México it is an achievable goal if the transportation industry fully embraces artificial intelligence.

This was the point made by Omar Camacho, CEO of Motive Mexico , during the workshop on AI and Technology for a Safe, Smart, and Profitable Fleet, as part of ETYL 2025, where he shared worrying data and concrete solutions to address the sector’s main challenges.

“Freight transport represents nearly 5% of the national GDP, but theft alone generates losses equivalent to 0.5% of the total, in addition to the human and operational costs involved,” Camacho said.

He explained that a robbery occurs on the country’s highways every 24 minutes , and 40% of them originate from within organizations , reflecting the urgency of integrating more predictive and less reactive technologies.

At the same time, road safety is experiencing alarming deterioration. Mexico is now the country with the second-highest growth in road accidents worldwide.

“These are tragedies we can prevent. AI can reduce accidents by up to 80% in less than a year,” the executive emphasized.

Camacho explained that Motive develops its technology based on Computer Vision , a branch of AI that “allows systems to see, understand, and react to their environment accurately and in real time.”

In practice, this translates into a “ digital copilot ” capable of detecting distractions, drowsiness, or risky behavior, alerting the driver in seconds, and generating information for personalized training.

“Cell phones have become an epidemic of distractions. A digital copilot doesn’t tire, isn’t distracted, and can save lives,” Camacho said.

He also shared examples of how Motive’s systems learn from thousands of hours of video to identify complex human signals such as fatigue and microsleeping.

During the session, attendees—representatives of transportation and freight companies—shared experiences that reflect current gaps in visibility, monitoring, and emergency response .

They agreed that, despite the use of cameras and GPS, the processes remain manual and reactive.

“We face thefts even with cameras installed, but if the video isn’t uploaded to the cloud, we have no evidence or defense,” commented one participant.

Camacho emphasized that Motive’s vision goes beyond traditional tracking or telemetry .

“The fleet must be understood as an interconnected ecosystem. It’s not enough to know where the truck is, but why it’s there, what conditions it faces, and how to make the operation more productive in real time,” he said.

The Motive Analytics platform integrates data on fuel consumption, operator behavior, maintenance, and safety, with the ability to answer natural questions like, “How many kilometers did we drive this month?” or “Where is the diesel consumption abnormal?” , providing immediate insights for decision-making.

In addition, the company is promoting modules for digital document management and regulatory compliance , such as the monitoring of pipelines and hydrocarbon transport required by the Energy Regulatory Commission, in order to prevent fuel theft and ensure full traceability.

“Technology alone doesn’t change reality; it does when it connects with people. Every driver, every unit, and every piece of data is part of an ecosystem where artificial intelligence can save lives, protect assets, and build more humane transportation,” he asserted.

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SAN PEDRO GARZA GARCÍA, NL – The adoption of ESG (environmental, social and governance) strategies is advancing in Mexico as a key component for business competitiveness. Far from being a passing trend, these policies are beginning to represent a decisive factor in attracting investments, accessing financing and reducing regulatory and reputational risks, according to Elías Jalife , from the firm Von Wobeser y Sierra .

At the Transport and Logistics Conference (ETYL) 2025, Jalife explained that an effective ESG strategy must go beyond regulatory compliance. “It’s not just about complying with the law, but also about generating added value, identifying risks, and accessing better business opportunities,” he said, highlighting that companies with clear sustainability policies are better positioned among national and international clients and suppliers.

Jalife explained that, although Mexico does not yet have a formal legal definition of the concept, significant progress has been made. Among these, he mentioned the sustainable taxonomy issued by the Ministry of Finance and Public Credit (SHCP) , which defines criteria for identifying sustainable projects, and the recent reforms to the Securities Market Law , which require listed companies to disclose information related to sustainability and diversity.

The specialist noted that the most relevant issues in the country are related to anti-corruption, environmental impact, and working conditions , given the nature of the Mexican economic and social environment.

In this regard, he emphasized the importance of companies establishing measurable indicators (KPIs) to evaluate progress in areas such as emissions reduction, workplace health, and diversity within their teams.

In the transportation sector, he said, fleet decarbonization and energy efficiency represent priority areas for moving toward green logistics , where sustainable practices extend throughout the entire supply chain.

“A well-designed strategy can become a tool for accessing new contracts and financing, especially with foreign companies or financial institutions that already require ESG criteria,” he noted.

During the session, tax incentives available to companies that incorporate electric vehicles or reduce their carbon footprint were also discussed . However, Jalife cautioned that changes must be implemented with caution and planning, considering the long-term economic and energy effects.

He emphasized that integrating sustainability into the corporate vision and mission strengthens internal governance and increases corporate credibility.

“The board of directors must assume responsibility for promoting ethical and transparent policies; that is the basis for effective implementation,” he noted.

The workshop “ESG in Logistics – Sustainability as a Competitive Advantage” was held within the framework of ETYL 2025 and was courtesy of Trayecto , a company specializing in comprehensive land freight transportation and logistics solutions.

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El cargo ESG is consolidating as a competitive advantage for Mexican companies. apareció primero en T21.

SAN PEDRO GARZA GARCÍA, NL – On the eve of the revision of the United States-Mexico-Canada Agreement (USMCA), Mexico must prepare for complex scenarios, whether the agreement is renewed or radically modified, according to experts on the Mexico-U.S. panel at the crossroads: USMCA, cross-border trade, and regional competitiveness.

At the kickoff of ETYL Monterrey 2025, organized by Grupo T21, experts mentioned that the key will be strengthening competitiveness, infrastructure, and digitalization to sustain regional integration.

Manuel Farías, an academic at the Autonomous University of Nuevo León (UANL) , opened the discussion by pointing out that the region is experiencing a critical juncture.

“We face two possible scenarios: maintaining the USMCA with adjustments or moving toward bilateral agreements. In either case, Mexico must strengthen its value proposition in cross-border trade,” he stated.

For his part, Humberto Treviño, an independent consultant for the Texas DOT , noted that ” the disappearance of the USMCA is not in sight, but rather a process of fragmentation . “

“The United States has turned trade into an instrument of foreign policy. We no longer talk about free trade, but rather about conditional trade. The challenge is for Mexico to prepare to compete under stricter and more selective rules,” he warned.

Treviño added that the security and migration agenda dominates the conversation in Washington, which could impact border operations and tariff policy.

“There will be pressure, especially on energy and environmental compliance issues, where the United States will demand greater traceability and corporate accountability,” he said.

For Emilio Cadena, CEO of Prodensa , the current context demands a rethinking of the regional development model, since “ nearshoring is not just about attracting factories; it’s about building an ecosystem .”

Cadena also highlighted the need for the country to have a proactive narrative toward the United States.

“We can’t keep waiting to see what Washington decides. Mexico must propose, it must lead. We have the talent, but we lack coordination,” he said.

From an operational perspective, Edward Habe, vice president of Sales and Service for Averitt Mexico , highlighted that the border has become a laboratory for logistics innovation.

“Today, the challenge is not just crossing quickly, but also crossing safely and with traceability. Digitalization and shared processes between customs are changing the way we do trade,” he explained.

Customs as a critical point

Augusto Canales, substitute customs broker and general manager of AR Canales , believes that Mexican customs is key to ensuring the continuity of trade in the face of any adjustments to the USMCA.

“We must view customs not as a barrier, but as a tool for competitiveness. If we can simplify processes and consolidate the role of the customs broker as a strategic ally, Mexico can maintain its regional leadership,” he asserted.

Canales emphasized that coordination with the United States is vital to avoid logistical disruptions, as the challenge is not only regulatory but also cultural and operational.

The panelists agreed that the USMCA—with or without modifications—will continue to be the fundamental framework for trade relations between Mexico and the United States. However, the country needs a comprehensive strategy that combines industrial policy, technological development, and a long-term vision.

“What’s at stake is not just a treaty, but the integration model that will define the future of North America. Mexico must demonstrate that it can be reliable, competitive, and resilient, even amid uncertainty,” said Manuel Farías.

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La región noreste de México, donde se llevará a cabo el ETYL MTY 2025, se ha consolidado como un pilar fundamental de la economía nacional, especialmente en el comercio exterior y la logística. Su ubicación y vocación industrial la posicionan como una zona estratégica en el intercambio comercial transfronterizo, siendo una de las principales puertas de entrada y salida de mercancías hacia y desde Estados Unidos, en el contexto de la relocalización de líneas productivas en el país (nearshoring).

Nuevo León, Coahuila y Tamaulipas, forman parte de dicha zona. Estas tres entidades se encuentran entre los primeros lugares de contribución al valor total de las exportaciones del país, con una participación de 28.5% de las ventas externas de México, principalmente de productos como maquinaria, vehículos y electrónicos.

En el segundo trimestre de 2025 (2T25), Coahuila exportó el equivalente a 17 mil 733.5 millones de dólares (mdd), un 0.4% más que en el mismo periodo de 2024. Esto representó 12.1% de la participación de los envíos de mercancías al extranjero, y colocó a la entidad en la segunda posición a nivel nacional de exportaciones, de acuerdo con el Instituto Nacional de Estadística y Geografía (Inegi).

En el ciclo, Nuevo León sumó 14 mil 471 mdd por concepto de exportaciones, lo que significó un alza del 5% respecto a igual lapso de 2024, y también representó una participación de 9.8 por ciento. Este desempeño situó al estado en el tercer lugar en el total de las exportaciones del país.

En el 2T25, Tamaulipas ocupó la sexta posición a nivel nacional en cuanto a su actividad exportadora, con nueve mil 761.5 mdd, un incremento del 5.7% sobre el mismo periodo del año pasado, alcanzando una participación del 6.6% de los envíos de productos al extranjero.

Los tres estados también destacaron en la captación de Inversión Extranjera Directa (IED) en el segundo trimestre del año.

According to data from the Ministry of Economy (SE) , Nuevo León ranked second in Mexico as the largest recipient of FDI, attracting $3.032 billion during the period . Coahuila attracted $845.1 million , placing it in ninth place, and Tamaulipas attracted $457.2 million , ranking 12th in the country in 2Q25.

Meanwhile, according to INEGI, Nuevo León’s Gross Domestic Product (GDP) was 1.99 trillion pesos , an annual growth of 3.48%. Coahuila’s GDP was 929.917 billion pesos , which represented an annual contraction of 0.63%. In turn, Tamaulipas’ economy in 2023 was 749.223 billion pesos , a variation of -0.04% in said period.

ETYL MTY 2025, consolidated in the northeast

Under this economic context, the Transportation and Logistics Meeting (ETYL) 2025 will be held on October 15 and 16 in Monterrey, Nuevo León , a forum organized by  Grupo T21  that will bring together leaders of the sector and more than 250 attendees at the Hotel Presidente Intercontinental Monterrey .

This will be the 23rd edition of ETYL, and the fifth consecutive one held in Monterrey. This year, Grupo T21 held the ETYL Cali-Baja for the first time , based in Tijuana, Baja California.

For two days, industry specialists will analyze the challenges and opportunities in the context of nearshoring and its impact on supply chains through conferences, panels, and networking to share success stories in transportation, logistics, and industry, with the goal of boosting competitiveness and innovation in the region .

Also, for the first time, the ETYL Monterrey Golf Tournament will be held  on October 14 at the Las Misiones Golf Club, with the aim of strengthening relationships among attendees.

The ETYL program features a robust and diverse agenda, with panels on topics that define current logistics , such as  Mexico-U.S. at the Crossroads: USMCA, cross-border trade and regional competitiveness , which will feature Manuel Farías, academic and consultant; Emilio Cadena, CEO of  Prodensa ; Edward Habe, VP Sales & Service Mexico at  Averitt ; Augusto Canales, substitute customs broker and general manager of AR CANALES ; and Humberto Treviño, external consultant for the Texas DOT .

Meanwhile, Fernando Alonso, Managing Partner of  AGyL The Human Capital Capability ; Argenis Bauza, retired partner of  KPMG Mexico ; and Iliana Gamiz, president of  E2E Supply Chain , will be part of the panel entitled  “Binational Talent in Logistics 4.0: Dual Education, Artificial Intelligence, and New Logistics Skills . “

The Technology and Innovation in Logistics panel  is expected to feature experts such as David Eaton, president of  NASCO  , and Juan Carlos Villa, Manager of International Trade and Border Transportation at the  Texas A&M Transportation Institute .

In addition, success stories such as  LG White Line and Appliances and the Mexico-United States Intermodal Service will be presented , among other activities.

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El cargo Northeast Mexico, a driving force of foreign trade; ETYL will hold its 5th edition in the region. apareció primero en T21.

The upcoming revision of the United States-Mexico-Canada Agreement (USMCA) , scheduled for July 2026, represents a window of opportunity in the face of the United States’ protectionist economic policy, which has affected various industrial sectors in Sinaloa, specifically primary and processed activities that the entity exports to the United States and Canada, its main markets.

“Sinaloa is an exporting state, primarily to the United States and Canada, which is why, for us, the USMCA is an important treaty that creates competitiveness, as tariffs have increased the price of several products that consumers absorb, and if the cost is too high, they end up not buying them. This is where the problem begins for companies, as sales are halted and this forces a readjustment of supply chains ,” emphasized Julio César Silvas, president of the Alliance for Business Development and Competitiveness (Adecem) , in an interview with T21.

In logistics, this means more expensive alternative routes or reduced volumes, affecting everything from land to sea transportation in ports like Mazatlán, he noted.

According to the Sinaloa Economic Development Council (Codesin) , the state’s exports totaled $3.618 billion in 2024, representing an annual increase of 11%; food and agricultural products accounted for 86.3% of that total.

For an exporting state like Sinaloa, the USMCA also means an open door to continued trade with the North American region , however, the fluidity of these operations is threatened by insecurity.

In areas such as Culiacán, Navolato, Los Mochis, and Mazatlán, the transportation of goods, whether for customs or interstate distribution, has faced disruptions that, while not paralyzing logistics or supply chains, have affected efficiency.

“That part of the country is an area of ​​opportunity for Mexican authorities to address,” said Silvas, who emphasized the need for policies that unblock internal trade flows, which are essential for the USMCA to function as a regional catalyst.

One of the positive aspects of the trilateral trade agreement in the state is the increase in workers’ wages . However, there are still aspects that need to be addressed, as this does not reflect an improvement in the population’s purchasing power.

Since the USMCA came into effect in 2020, the minimum wage in Sinaloa was 123.22 pesos per day; in 2025, it will be 278.80 pesos per day, representing a 126.26% increase, according to Mexican government data.

Tariff uncertainty has led to the relocation of companies , particularly in the automotive sector. Although Sinaloa does not produce finished vehicles, its harnesses and components for this industry form key links, said the president of Adecem, who added that tomato and coffee producers have also suffered from the tariff impacts.

In 2024, Sinaloa produced 774,811 tons of tomatoes, an increase of 8.8% compared to 2023, according to the General Directorate of the Agri-Food and Fisheries Information Service (DGSIAP) , a decentralized administrative body of the Ministry of Agriculture and Rural Development (Sader) .

Diversification, the commitment to other markets

Faced with this pressure, Sinaloa is betting on diversification. Silvas recalled successful experiences of local companies such as SuKarne , which exports to Asia, and Zucarmex , which sells its products in Latin America and Europe. “We have experience in the Asian market,” Silvas emphasized, and he believed that the learning curves that Sinaloa’s products have gained in international markets should be leveraged.

Negotiations for the 2026 revision of the USMCA are generating optimism, albeit with caution, said Julio César Silvas, who highlighted the capacity and experience of Mexican negotiators to reach agreements that benefit both Mexico and the United States.

“Issues such as Chinese competition, a key request from Washington, could be resolved if Mexico demonstrates a commitment to strengthening regional integration. I don’t think the economy will be shut down; the United States is also a concern. I think it will be positive; we’ll just have to see the terms; the fact that they’re sitting at the table is already positive,” he emphasized.

The Monterrey Transportation and Logistics Meeting 2025 (ETYL MTY) , organized by Grupo T21, will address the importance of the USMCA and its impact on trade between Mexico and the United States.

In this regard, the Mexico-U.S. panel on the USMCA, cross-border trade, and regional competitiveness will be held on October 15  , where the challenges and opportunities within the framework of this agreement will be analyzed.

Topolobampo, Economic Development Pole

Looking to the future, projects like the Economic Development Hub for Well-being in Topolobampo represent a commercial driver for Sinaloa, especially for industries like tourism and automotive, attracting hotel chains and suppliers.

In this regard, Silvas highlighted the fertilizer plant of the Gas and Petrochemicals of the West (GPO) project , which seeks to contribute to the social and economic development of the region.

According to the GPO website, the committed investment amounts to $1.25 billion, an amount that will continue to rise to $5 billion over a 10-year period.

In addition, GPO has implemented social benefit programs that cover employment, sports, health, community, culture and education, seeking to improve the quality of life of the residents of Topolobampo and its surrounding areas .

For Silvas, it is important that Sinaloa capture added value through public policies that integrate Mexican capital into strategic processes. Under the renewed USMCA, this vision could transform regional logistics and the state’s key industries into an engine of prosperity.

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El cargo Review of the USMCA, a window of opportunity for the Sinaloa industry apareció primero en T21.

On October 15 and 16, 2025 , Monterrey will host the Transportation and Logistics Meeting (ETYL) , the forum organized by Grupo T21 that will bring together the main leaders and specialists in the sector , to analyze the challenges and opportunities brought about by the transformation of supply chains driven by nearshoring .

Under the slogan “ Connecting Markets: Logistics Solutions for the New Era , ” the event will be held at the Hotel Presidente Intercontinental Monterrey , offering a space for strategic dialogue, learning, and high-level networking.

ETYL Monterrey 2025 seeks to strengthen regional competitiveness by disseminating innovative practices and forging strategic alliances in a changing environment.

Over the course of two days, there will be keynote addresses, specialized workshops , expert panels, and networking opportunities designed to drive the development of the logistics and transportation industry.

Attendees will be able to interact with more than 200 professionals , including entrepreneurs, academics, fleet executives, logistics service providers, and representatives from the manufacturing industry, in an environment that combines knowledge and business opportunities.

The ETYL program includes panels on the major topics defining logistics today, such as Mexico-U.S. at the Crossroads: USMCA, cross-border trade, and regional competitiveness , which will feature the participation of figures such as Manuel Farías, academic and consultant; Emilio Cadena, CEO of Prodensa ; Edward Habe, VP of Sales & Service Mexico at Averitt ; and Augusto Canales, substitute customs broker and general manager of AR CANALES .

For his part, Omar Camacho, General Manager of Motive Mexico , will lead the AI ​​& Technology workshop for a safe, smart, and profitable fleet .

Fernando Alonso, Managing Partner of AGyL The Human Capital Capability ; Argenis Bauza, Digital Transformation Partner at KPMG Mexico ; and Iliana Gamiz, president of E2E Supply Chain , will form the panel ” Binational Talent in Logistics 4.0: Dual Education, Artificial Intelligence, and New Skills . “

The Technology and Innovation in Logistics panel is expected to feature experts such as David Eaton, president of NASCO , and Juan Carlos Villa, Manager of International Trade and Border Transportation at the Texas A&M Transportation Institute .

Additionally, success stories will be presented , such as the White Goods and Appliances sector , with the participation of José González, Director of Logistics Operations at LG Electronics, and Enrique Leal, Branch Manager at Matson Logistics ; and the Mexico-United States Intermodal Service sector , with Bernardo Rodarte, VP & General Manager Mexico at Schneider; Héctor Ayala, Commercial Director at Transmex-Swift ; Ricardo Pérez, Director of Supply Chain Latam at Sally Beauty ; and Linda Hernández, Intermodal Sales Manager at CPKC Mexico .

More than an event, a connection platform

The event will also offer unique integration experiences, such as a commemorative lunch and a special cocktail party , which will serve as additional networking opportunities to strengthen ties and explore collaborations.

Additionally, for the first time, the ETYL Monterrey Golf Tournament will be held on October 14 at the Las Misiones Golf Club. This event is designed to strengthen relationships in a more relaxed environment, thus reinforcing the community spirit that characterizes ETYL.

With this edition, ETYL Monterrey 2025 consolidates its position as the benchmark forum for those seeking to understand and leverage Mexico’s logistics potential in the new era of nearshoring .

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El cargo ETYL Monterrey 2025, a key forum for transportation and logistics in the new era apareció primero en T21.

TIJUANA, BC.- Borders are no longer crossed with paper, but with data. At a time when logistics has ceased to be solely physical movement and has become connected intelligence, the “Connecting Borders” panel at ETYL CALI-BAJA  brought together customs sector specialists, 3PL operators, and transportation leaders to analyze the breaking point facing the supply chain.

Israel Delgado, regional vice president of the  National Chamber of Cargo Transportation (Canacar) , was emphatic in describing the current situation of the trucking industry, where safety, operator shortages, and overregulation are constant.

“Today, 40 trucks are stolen every day in Mexico. They’re not just robbed anymore; they’re shot at, they’re threatened with guns. The operator no longer wants to risk his life,” he explained.

Delgado also warned that 86% of the national market is in the hands of micro-enterprises operating with vehicles between 18 and 20 years old.

“When a business owner has one, two, or three vehicles, their priority is to keep the customer from getting angry and the driver from dumping the load. Everything else takes a backseat,” Delgado said.

During the panel, experts noted that freight transportation , considered a true reflection of economic growth, is beginning to show signs of slowing along the California-Baja California border. Although this region accounts for a daily trade flow of nearly $440 million , freight volume has decreased by 25 to 30% in recent months.

They commented that this is a temporary decline, attributed to temporary factors. The speakers warned that it is time to strengthen customs and logistics capacity to be prepared when activity picks up again.

From an institutional perspective, Claudia Ávila, Director General of Customs Services and International Affairs at Mexico’s National Customs Agency (ANAM) , stated that customs can no longer operate under traditional schemes.

“It’s no longer just about moving goods, but about anticipating risks, building technological interoperability, and ensuring real-time traceability,” Ávila emphasized.

He highlighted that only 7% of the world’s customs have reached the highest level of technological integration, according to data from the World Customs Organization .

The specialist explained that Mexico has 50 main customs offices and 271 points of contact , including checkpoints, sectional offices, and inspection points.

“We can no longer view customs as mere tax collectors, but as strategic nodes of national competitiveness. Every module, every scanner, is part of a system that impacts foreign investment,” Ávila stated.

For his part, Carlos Ceballos, president of SDL Group , offered an overview of the silent but profound change that the logistics sector is undergoing.

“Today, logistics companies are becoming technology companies. The main component of consumer products is no longer manufacturing, but the cost of moving the goods,” he explained.

For Ceballos, logistics is no longer limited to moving goods. He explained that logistics costs can represent between 30 and 35% of a product’s final price.

In this context, the real challenge for companies is not just transportation, but also having sufficiently versatile systems that can connect with their clients’ ERP software, access customs portals, and quickly adapt to changes.

One of the points that generated the greatest consensus among specialists was the impact that decisions made abroad have on the direction of national logistics . They warned that, as long as value generation and strategic decision-making are not carried out in Mexico, the country will continue to be subject to decisions made in distant offices, whether in Texas, Belgium, or Hamburg.

Hence the urgency of forming national companies with the real capacity to decide their export routes and act as key players within their own supply chains, the speakers explained.

During the panel, education was highlighted as a key factor for long-term logistics development. As an analogy, the panelists recalled the case of South Korea, which four decades ago was not among the major global players and today leads strategic sectors thanks to a determined commitment to training.

The conclusion was resounding: regional integration is irreversible, but geographic proximity alone isn’t enough. True competitiveness will come from an efficient, secure supply chain supported by technology, public-private partnerships, and skilled talent.

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El cargo ETYL CALI-BAJA and customs in the face of the new logistics order apareció primero en T21.

TIJUANA, BC – Achieving sustainable transportation isn’t always sustainable. In Mexico, current regulations, the imbalance between transportation standards and competitive conditions, as well as the alignment that must be achieved in the market, pose greater challenges to trucking companies, a situation that takes into account specific considerations by region.

Within the framework of the panel “Sustainable Transportation: Innovation and Governance in Regional Logistics” of ETYL Cali Baja, specialists debated the points previously addressed. It should also be noted that at the national level, there are regional advances and no single solution can be identified.

Juan Báez, CEO of Bali Express Services , described that as a company that has a focus on achieving zero emissions by 2035, it began in 2024 with the incorporation of electric and compressed natural gas tractor-trailers, and has been able to develop zero-emission routes with a fleet of 60 units between electric and CNG vehicles.

In part, this push for Bali Express Services was achieved through its alignment with incentives from the California government in the United States, where the state government identified that it was more feasible to generate this type of support for the transition away from fossil fuels, rather than continue investing in the public health impacts of pollution, Báez emphasized.

In Mexico’s case, greater communication between regulators and those regulated is needed to achieve greater consistency in the market, emphasized Miguel Elizalde, partner at Mobility Sustainable.

An example of Elizalde’s assertion is what happened with NOM-012 for diesel engine emissions, which was updated starting in January 2025, and where this requirement is not aligned with the ultra-low sulfur diesel (DUBA) regulation, where the government granted Petróleos Mexicanos (Pemex) the tolerance to comply with the regulation of this fuel nationwide until 2027.

In Mexico, in the area linked to California, Juan Báez and Miguel Elizalde agreed, there is a push toward sustainable transportation due to the link with the regulatory requirements in California , but which does not occur in other regions of the country.

For Alicia Zazueta, president of the Mexican Association of Service Station Suppliers (AMPES) , she identified that the energy transition requires several phases, the first being improving fuel quality, where Pemex, which is responsible for marketing 85% of diesel, does not fully comply with low-sulfur diesel.

In addition, Zazueta said, a level-playing energy policy is needed; “nothing has happened in energy policy in six years.”

The president of AMPES indicated that each region in Mexico must identify the best path to promote sustainability. Thus, there are areas where efforts are being driven by biofuels, others by natural gas, and in large cities, by electric mobility. However, there are others that are more behind the curve, such as the southeast, where fossil fuels are more widely available.

Juan Báez emphasized that, in addition to structural issues, the push toward electromobility within the company requires more efficient operations, since electric trucks must operate 24 hours a day. “We can’t have operational problems; we must be more competitive.”

These factors, in addition to fleet renewal and modernization, contribute to increasing the value of companies that opt ​​for electromobility.

Miguel Elizalde emphasized that one factor that must be identified is that there is no single solution, but rather the most viable option, where diesel is the alternative, or where technologies such as CNG or electric power should be the option.

Where participants did agree is that hydrogen seems to be the technology that is furthest from adoption.

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El cargo The “sharp curve” facing sustainable transport apareció primero en T21.