For years, the scene repeated itself over and over. Clients waited for the company engineer. When Lucía López walked through the door, surprise was inevitable.

“Where is the engineer?” they asked.

She was the engineer.

That reaction, which was commonplace for a long time in a male-dominated industry, ended up becoming one of the many challenges that would mark a nearly three-decade career at Cummins . Today, Lucía López is the commercial director for the automotive engine business and is one of T21’s 100 Women in Transport and Logistics .

But the journey began long before that.

When he decided to study industrial engineering, the response at home was almost immediate. His father was a doctor and, as was the case in many families more than 30 years ago, engineering was still seen as a male profession.

“Why don’t you study medicine? That’s not a career for women,” she recalled being told. However, it was also her father who ultimately gave her the support and encouragement to pursue the path she truly wanted.

That decision would mark the rest of his life.

He joined Cummins as an intern and never imagined that, 27 years later , he would still be building his career within the same company. Moreover, he did so by working in virtually every business area of ​​the company: manufacturing, power generation, field testing, technical sales, off-highway applications, aftermarket , marketing and communications, eventually reaching the commercial management position for the automotive engine business.

His story is not made up of consecutive promotions, but of constant learning .

At the plant, he learned how engines worked, starting with their individual components . Later, he had the opportunity to participate in a power generation project in Zacatecas, where he spent a year and a half working with an all-male team.

There he learned maintenance, operation, service, and administration of a power plant that supplied electricity to the Federal Electricity Commission (CFE) . Later came field tests, certifications as a diesel technician, and hundreds of kilometers traveled alongside operators to understand engine behavior under real-world conditions.

“I’ve always liked understanding how things work,” he emphasized.

That curiosity eventually led her to technical sales, a field where she discovered she could combine her engineering knowledge with another of her great strengths: working with people . It was then that she understood the business wasn’t just about selling an engine, but about finding the right solution for each application.

However, growing within the organization meant facing challenges that went far beyond learning a new business.

In her early years, it was common for clients to arrive expecting to meet the Cummins engineer and be surprised to see her. One such incident occurred during a negotiation in Brazil, when a Korean client refused to discuss the matter with her solely because she was a woman and requested that a man be sent instead. Far from discouraging her, experiences like this reinforced a conviction that has guided her throughout her career: each new challenge meant proving once again that knowledge, preparation, and leadership are not dependent on gender.

Over time he understood that every change of position meant starting over.

“It was about demonstrating, once again, that I knew what I was talking about,” he commented.

Even though she had been with the company for years, each new position meant rebuilding the trust of those who didn’t know her. While others arrived with the backing of their position, she felt she first had to prove her abilities. That experience, she acknowledged, strengthened her character and forced her to develop an emotional intelligence that she now considers essential for any leader.

During that journey, people also appeared who influenced his professional development .

She speaks with particular gratitude of those who believed in her when she was just starting out, those who pushed her to step outside her comfort zone, and those who encouraged her to take on increasingly greater responsibilities. Thanks to these mentors at Cummins , she went from leading operations in Mexico to managing businesses across Latin America, coordinating teams in countries with completely different cultures, markets, and ways of doing business.

One of his most memorable moments was when he accepted the position of head of the off-road business for Latin America. In a matter of months, he went from managing a two- to three-million-dollar operation to leading a 50-million-dollar business , with teams distributed across various countries.

“It was learn or die,” he summarized.

That experience not only taught her how to run a business; it also forced her to learn how to work with people who thought differently , lived in other contexts, and faced completely different realities.

The second major turning point came when it took over the aftermarket filtration business .

Leading through people

Although he knew engines inside and out , he admitted he knew very little about filters. To further complicate matters, the manager he was to work with passed away unexpectedly before he even started. He found a team reeling from grief and without a clear transition plan. More than just managing a business, he had to rebuild people’s trust, support them through a difficult time, and rebuild a cohesive team. Five years later, the department had not only gotten back on track but had also improved its performance.

All those experiences ended up shaping the way he understands leadership today.

He doesn’t believe in micromanagement . He prefers to set goals, remove obstacles, and allow people to find their own path to achieving them. He also makes an effort to understand the aspirations of his team members to help them develop the skills they will need in the future.

“If I had people who believed in me, I want to do the same for others,” he explained.

His other conviction has to do with information.

Before making a decision, she needs data . She likes to research, analyze, and understand the context. She’s convinced that the best decisions come from knowledge, not assumptions. This discipline is also part of her daily life. Her days usually begin around 6:30 in the morning, and when she travels, she often ends up answering emails past midnight. She can’t stand leaving messages unread and always tries to keep up with her work, without neglecting time for her family, her husband, her friends, and activities like exercising or going to the movies.

When asked how she would like to be remembered, she doesn’t talk about positions, sales, or results. She talks about people.

She would like to be remembered as someone happy, curious, capable of helping others grow, and loyal to those who have shared her journey. And if she had to summarize her story in a single word, she wouldn’t hesitate to answer: perseverance .

Perhaps that is the word that best explains his career.

Because behind every job change, every challenge, and every new business, there was the same decision: to learn, to prove myself again, and to move forward.

A philosophy that not only led her to manage one of Cummins’ most important businesses in Mexico, but also to become one of T21’s 100 Women in Transportation and Logistics , a recognition that distinguishes the leaders who, with their work and example, contribute to transforming an industry that for years was reserved almost exclusively for men.

Comment and follow us on LinkedIn:  @Karina Quintero  /  @GrupoT21

El cargo Lucía López: a career built on learning, proving, and starting over apareció primero en T21.

Artificial intelligence (AI), digitalization, and generational change are transforming logistics, but the real challenge for organizations no longer lies solely in adopting new technologies, but in developing leaders capable of connecting people, developing talent, and building more collaborative supply chains.

Under this premise, the panel “The chain is also led differently” was developed , held during the 100 Women of Transport and Logistics 2026 event , organized by Grupo T21, where specialists agreed that leadership is evolving towards a model where influence, collaboration and the human factor are as relevant as technological innovation.

Moderated by Ana Laura Salazar Tello, Head of Intermodal Maritime at CPKC Mexico , the panel brought together María Lourdes Casal, VP Supply Chain Mexico at Mondelēz International ; Brendali López, Marketing Director at Samsara ; and Alix Cruz, Director of Technology and Innovation at Ferrovalle .

One of the first topics addressed was the need to strengthen collaboration among all actors in the supply chain . The panelists pointed out that operations are no longer dependent on a single company, but have become ecosystems where manufacturers, carriers, technology providers, insurers, and customers must share information to respond to an increasingly complex environment.

In that regard, Brendali López stated that “a single company rarely solves a complex problem on its own .” She explained that today, the resilience of supply chains depends on the ability to build collaborative networks that allow for jointly addressing challenges.

This vision must also be transferred within organizations, where logistics and supply chain areas can no longer be seen solely as operational functions, but as an integral part of the business to meet the company’s objectives, said María Lourdes Casal.

Another key topic of discussion was the advancement of AI and its impact on decision-making. While acknowledging that these tools streamline processes, analyze large volumes of information, and increase organizational responsiveness, they emphasized that sound judgment will remain a human responsibility .

“AI answers questions, but it is the leaders who ask the right questions,” Brendali López pointed out. She emphasized that these tools should enhance analytical capabilities and response speed, but never replace the judgment of those who lead organizations.

Along the same lines, Alix Cruz explained that the main challenge for companies is not the technology itself, but rather the organizational culture needed to adopt it. She considered it essential to create environments where people can experiment with new tools without fear of making mistakes, and to provide special support to those facing these changes with greater uncertainty.

The experts agreed that this technological transformation also requires redefining leadership . Rather than concentrating knowledge or having all the answers, leaders must create spaces where teams can collaborate, learn, and develop solutions together.

For María Lourdes Casal, current leadership involves assuming a different role within organizations.

“Today, leading differently would mean being bridge builders or enablers ,” he stated.

He commented that the role of managers is to create the conditions for people to find solutions and develop their potential.

The conversation also touched on talent. The panelists indicated that attracting and retaining employees is one of the biggest challenges for companies, particularly among younger generations who seek organizations where they can develop professionally, contribute ideas, and find purpose.

Casal explained that Mondelēz Mexico’s supply chain includes around six thousand employees , which requires generating mechanisms that allow listening to their needs and creating spaces to promote their professional development.

As an example, Alix Cruz shared the experience of Ferrovalle, where they implemented a Pitch Day , an exercise aimed primarily at young collaborators to present proposals focused on solving real challenges of railway operation.

Through mentoring, teams receive support to strengthen their projects and demonstrate that their ideas can become initiatives with an impact on the organization.

These types of initiatives allow new generations to feel heard, understand the purpose of their work, and find greater opportunities for growth within companies.

During the question and answer session, they also reflected on female leadership in an industry that has historically been dominated by men. While acknowledging the progress made in recent years, they agreed that the next step is for the presence of women in leadership positions to cease being an exception and become commonplace.

According to the 2024 Annual Transportation Survey (EAT) by the  National Institute of Statistics and Geography (Inegi) , the percentage of women working in the transportation sector and related services in Mexico increased from 20.8% in 2023 to 21.4% in 2024 , reflecting progress, although still incipient.

In that sense, they called for strengthening support networks among women , sharing experiences, opening opportunities for new generations, and exercising leadership that promotes the growth of other profiles within organizations.

They concluded that the greatest legacy will be to pave the way so that, in the future, talking about female leadership will no longer be a topic of discussion, but a reality fully integrated into the logistics industry.

Comment and follow us on LinkedIn:  @Karina Quintero  /  @GrupoT21

El cargo Female leadership in logistics evolves in step with technology and talent apareció primero en T21.

In the logistics industry, historically dominated by men, female participation has become a key driver of transformation , as highlighted by Jonnathan Solís, Business Development Director of Geotab .

In that regard, she emphasized that women’s talent has not only strengthened the company’s internal structure, but has also contributed to redefining how solutions are developed within the telematics and mobility sector .

The company, of Canadian origin and with more than 25 years of experience, has integrated a strong female influence since its beginnings.

“Women are a fundamental part of Geotab’s DNA,” Solís stated.

He recalled that both the founder’s family and current leaders have promoted this vision over time.

Today, this culture is reflected in a high participation of women at management levels , including vice-presidential positions leading key areas of the business in markets such as the United States and Latin America.

Furthermore, Geotab has sought to highlight female talent beyond the corporate environment, and for Solís, the inclusion of women has had a direct impact on innovation.

“Women bring a different perspective that has allowed us to develop solutions that we didn’t see before,” she explained.

This approach has been especially relevant in the development of more operator-centric products and in building more comprehensive ecosystems within the company’s technology platform.

However, she acknowledged that significant challenges remain in achieving greater representation of women in leadership positions within the industry. More than structural barriers, she noted, there are persistent paradigms that need to be broken.

“There is a perception that women are more ‘soft’, but the reality is different; they are extremely strategic, brave, and results-oriented,” she emphasized.

In this context, various initiatives have been implemented to promote diversity and inclusion , including professional development programs, policies of respect and equality, as well as schemes that promote work-life balance, especially for women seeking to combine their professional growth with motherhood.

Looking ahead, Solís believes that progress towards a more equitable industry does not depend on a single actor.

“It is a joint effort between companies, society and government,” he noted.

Their vision is clear: to create an environment where men and women can fully develop, without prejudice, and where talent is the main driver of growth.

“We need more women in leadership positions. They are not only welcome, they are necessary,” she emphasized.

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El cargo Women drive innovation and leadership in the logistics industry: Geotab apareció primero en T21.

Representatives of the Women Leaders of the Transportation Industry initiative announced the third forum of this event, a space that seeks to promote female leadership within an industry that is key to the national economy.

The meeting will take place on September 10 at the Hotel Marquis Reforma in Mexico City, with an agenda that will include conferences, dialogue panels, specialized workshops and the second edition of the awards that recognize outstanding women in the sector.

During the presentation of the event, Arlette Casco , founder of the initiative, highlighted that the project has been consolidating itself in recent years as a platform to make visible the role of women in transportation and strengthen their participation in leadership positions.The goal, he explained, is to create a strategic space for inspiration, training, and networking that fosters collaboration within the industry.

In that regard, she emphasized that the forum’s growth reflects a greater female presence in the sector.

The first edition had 163 women participants , while the second edition had 273 attendees , so the challenge for this year is to bring together 320 participants from different areas of transport and logistics.

The day will include conferences focused on professional development and leadership within the sector. Highlights include a talk on personal branding , given by Irma Soto, Director of Marketing and Strategic Communication at Apymsa, as well as a panel discussion on women in leadership in transportation , where female executives from different segments will share their experiences and the challenges they face in the industry.

As part of this year’s new features, the program will include four specialized workshops designed to strengthen professional skills in key areas of the trucking industry: legal and regulatory matters, business strategies, new technologies, and maintenance and service. These workshops aim to provide practical tools for those involved in decision-making within companies in the sector.

The event will also host the second annual Women Leaders in Transportation (MLA) Awards , which will recognize the achievements and contributions of women in various sectors of the industry. Categories include awards such as Woman Leader, Professional Woman, Breakthrough Woman, and Logistics Woman .

The committee in charge of evaluating the applications will be made up of representatives from the transport sector, industry organizations and specialized media.

During the presentation, the addition of Eva Guerrero, Irma Herrera, and Claudia Sánchez as new partners of the Women Leaders of the Transportation project was also announced, with the aim of strengthening the development of the initiative and expanding its reach within the industry.

At the close of the announcement, Augusto Ramos, president of the National Chamber of Freight Transportation (Canacar) , highlighted the importance of promoting spaces that allow for the visibility of the role of women within freight transportation and strengthen their participation in the growth of the sector.

With this third edition, the forum seeks to consolidate itself as a meeting point for women involved in transport and logistics, promoting training, the exchange of experiences and the building of professional networks within an industry that continues to transform.

Comment and follow us on LinkedIn:  @Karina Quintero  /  @GrupoT21

El cargo The third Women Leaders in the Transportation Sector Forum is being prepared; it seeks to highlight the role of women in the industry. apareció primero en T21.

Women’s leadership in logistics is progressing, although it still faces representation gaps, stereotypes and cultural challenges in a sector historically dominated by men, as pointed out by specialists during the webinar Women’s Leadership in Logistics , organized by #SoyLogístico Association .

During the meeting, the panelists shared experiences about their professional careers, the challenges women face in the industry , and the skills needed to lead increasingly complex supply chains.

Fabiola Rincón , Perform & Transform Operations at Danone Mexico , contextualized the discussion with figures on the presence of women in executive positions. According to data cited during the webinar , only 8% of Chief Operating Officer (COO) positions in the leading companies of the S&P 500 Index are held by women , while in Latin America the figure reaches 29 %.

These statistics reflect that, although there has been progress, female participation at the highest levels of leadership remains limited.

The moderator emphasized that diversity in management teams is not only a matter of fairness, but also of organizational performance. Studies show that diverse teams tend to improve the quality of decisions, strengthen corporate governance, and contribute to sustainability goals , including those related to gender equality.

The panelists agreed that many careers in logistics begin unexpectedly.

Brenda Hernández , Senior Director of Logistics for Latin America at Mattel , recounted that her interest arose while she was studying international trade during the North American Free Trade Agreement (NAFTA) era . After exploring different areas, from customs to the sale of logistics services, she found logistics to be a dynamic field where every day involves solving new challenges.

“For me, logistics is about solving a challenge every day with different circumstances,” he said.

In contrast, Karina Arenas , Supply Chain Planning & Execution Director at Schneider Electric , came to the sector by chance. Trained in industrial design, she began her career in manufacturing at Procter & Gamble and, almost two decades later, discovered that the supply chain was the space where she could apply skills in analysis, process design, and customer focus.

“A well-designed supply chain connects all the players in the business. Often, you don’t notice when it’s working well, but the day it’s not there, everyone notices,” he commented.

Laura Galdeano , Primary Logistics Manager at C&P in the Danone Group, explained that her connection to logistics has family roots. Although she initially focused on purchasing, today she recognizes the strategic role that logistics plays in the consumer experience, financial performance, and sustainability goals of companies.

One of the recurring themes was the importance of authenticity in environments where historically masculine leadership styles have predominated .

Hernández recalled that, at the beginning of her career, she tried to replicate behaviors she observed in other leaders, but discovered that doing so distanced her from her own way of working.

“When I decided to be myself and stop trying to fit into a mold, I felt free and was able to strengthen my own skills,” she explained.

Arenas emphasized that the lack of female role models has been one of the most significant barriers in the industry. Without visible role models, many women feel they must adopt leadership styles that don’t necessarily reflect their strengths.  Therefore, she believes that spaces like this webinar are important for showcasing diverse career paths and demonstrating that there are multiple ways to lead.

Human skills become more important

The participants also highlighted that, in an environment marked by digitalization and the advancement of artificial intelligence, human skills acquire greater value.

Among the key skills they mentioned were strategic communication , to give visibility to one’s own and the team’s work ; networking , fundamental in a discipline that connects multiple actors in the supply chain ; in-depth knowledge of the operation , even at management levels ; and resilience and tolerance for frustration , indispensable in a sector characterized by uncertainty.

Arenas emphasized that learning to communicate achievements and results is especially important.

“No one is going to come and ask you what you did right. You have to learn to communicate the value you are generating,” he said.

Logistics: From Operational Function to Strategic Role

Another point of agreement was the evolution of logistics within organizations.

Brenda Hernández pointed out that the function has gone from being primarily operational to becoming a strategic area that influences decisions about plant location, sustainability, costs and taxes.

“Logistics is taking on a much more proactive role within organizations,” he stated.

In the coming years, the panelists anticipate that the industry will be marked by trends such as the automation and digitization of processes , greater visibility of real-time data, integration of planning and optimization technologies; and sustainability as the central focus of the business.

On this last point, Karina Arenas highlighted that sustainability will cease to be a differentiator and will become a requirement for operational continuity.

The panelists agreed that logistics offers broad career opportunities for new generations.  The supply chain allows for the development of financial, commercial, technological, and leadership skills, as well as providing a comprehensive view of the business.

“It’s a career where no two days are ever the same,” Arenas emphasized.

For young women interested in the sector, the message was that choosing logistics involves facing constant challenges , but also participating in one of the functions that generates the most value within organizations.

According to the International Labour Organization (ILO) , women make up approximately 24% of the workforce in the logistics sector globally, which, although it represents progress, still reflects a significant gap in the industry.

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El cargo Female leadership is gaining ground in logistics, but still faces structural barriers. apareció primero en T21.

The Coahuila Automotive Industry Cluster (CIAC) was not born with the strength of other similar organizations in Mexico; for years, it operated as an extension of that of Nuevo León, without its own structure, and it was only six years ago that it was formally established and began to chart its own course, according to its president, Lourdes (Lulú) Cobos .

Today, the cluster is working to consolidate itself as an industrial hub with its own identity, more affiliated companies, and a stronger network of academic collaboration .

With 60 member companies, the organization represents nearly 110,000 jobs in the state. Still, its president believes its potential is far from exhausted. Upon her arrival in January 2025, the priority is to attract more companies from the region, both manufacturers and suppliers, and to professionalize the internal committees that address technical, strategic, and university outreach issues .

One of the central pillars is strengthening relations with universities in Coahuila . The cluster’s council, which includes rectors from key institutions, promotes dual training models and provides feedback on educational programs based on the needs of companies.

This collaboration allowed for the updating of technical and administrative careers, integrating topics such as electromobility , foreign trade and finance .

The president (the first woman to lead the cluster) gave new impetus to the organization’s vision for the future. Her appointment was supported by a predominantly male board, which championed leadership with a different perspective, focused on inclusion and collaborative work.

From their perspective, the growth of electromobility in Mexico continues, albeit at a slower pace than projected years ago. The cluster’s commitment is not limited to electrification, but to a broader goal: the decarbonization of the automotive industry .

For Cobos, this must be a shared goal for the entire manufacturing community, both for environmental sustainability and corporate responsibility.

In addition to industrial development, the director seeks to pave the way for more women within the sector. She believed her role could inspire other female managers, directors, and academics to get involved in similar organizations.

More than a challenge, he sees it as an opportunity to demonstrate that teamwork and diversity in the automotive industry strengthen any collective project.

Cobos ‘s term as head of Coahuila’s automotive cluster is two years. Although the road is still long, the foundation has been laid: more active committees, closer academic relationships, and a clear growth strategy to position Coahuila as a leading automotive industry , not only as an export powerhouse, but also as a community with its own voice.

With the foundations now laid, the challenge now will be to sustain growth, maintain collaboration between industry and academia, and make the cluster a meeting point for strategic decisions in the sector. From Coahuila, the automotive industry seeks to increase its production and build community.

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El cargo Coahuila strengthens its automotive cluster with regional vision and local talent apareció primero en T21.

Coral Lorenzo Gómez , CEO of Grupo Logístico CLG , didn’t inherit a fleet or grow up among warehouses. She comes from a family of teachers, and her first contact with the supply chain was as an employee of a customs agency.

But there, amidst the demands and changes in the customs agency’s regime, an interest in an industry that would ultimately become his calling began to take shape.

Later, in Monterrey, Nuevo León, he worked for a company that allowed him to see logistics from the client’s perspective, coordinating imports and exports for materials planners.

It was there that he discovered the role of the freight forwarder . “I was very impressed because I saw that this actor made everything happen. It was no longer just the legal side of customs or the operational side of the client, but the one who really moved everything,” he said in an interview with T21.

That blend of visions left its mark on her. When she returned to Puebla, she decided not to be just another link in the chain: she founded Grupo Logístico CLG with the goal of serving an underserved segment and doing so differently.

“I didn’t want to be the logistics company that subcontracts to many carriers and has no control. I developed strategies to manage my carriers’ fleets, replace units, move operators, and talk directly with them,” Lorenzo explained.

This model gave it efficiency, proximity and the possibility of specialization.

Mastering the last mile of self-service

CLG focused on self-service deliveries (like Walmart or Chedraui ), where logistical failures are often in the details.

“We found that many operators were missing appointments because they didn’t know how to deliver to those centers. We developed manuals with each client and trained operators in the specific processes,” he explained.

This customization allowed the company to achieve 98% efficiency in deliveries .

Today, they rarely miss appointments. “Only if there’s a road accident or damage to the vehicle, but within the normal process, we don’t miss deliveries. And that specialization was the gateway to larger clients,” he commented proudly.

A story with a purpose (and no quarantine)

Starting a business in a male-dominated industry, without mentors, and with a six-month-old baby in her arms, wasn’t easy. Coral Lorenzo recounts this naturally, but not without emotion.

“I monitored the units, I missed an operation, I put my daughter in the truck, I went out to find a replacement, I carried invoices… I didn’t have quarantines or breaks. It was hard, but I embrace it,” she said.

Today he narrates it from a different place, with more structure, equipment, and time, but the beginnings were done by hand.

For the past two years, CLG has also operated its own transportation division. They have 25 units (large and small) focused primarily on 53-foot dry vans for general cargo. They also operate land, sea, and air imports and exports under their freight forwarder division , and are members of the international WCA network .

CLG offers comprehensive national and international logistics solutions , including land transportation with its own fleet, coordination of imports and exports by sea, air, and land, as well as freight forwarding services. The company also specializes in deliveries to self-service stores and has a control tower that provides real-time visibility and traceability.

This year hasn’t been one of dizzying growth, but rather one of strengthening. “The 2025 strategy has been more about resilience. We focused on processes, implementing technologies, and strengthening our control tower with business intelligence,” Lorenzo emphasized.

The company works together with other entrepreneurs to create an ecosystem with greater added value.

By 2030 , the vision is to stop outsourcing to international agents and have our own offices in China and Europe .

“We want to be a Mexican operator with a global presence. We want to strengthen our land division, acquire more equipment, and properly structure our fleet,” he noted.

Coral Lorenzo is a leader who doesn’t stay in the office. “I like being with the team, on the floor, with my computer, and listening to what’s going on,” she said.

Far from operating remotely, she prefers to be directly involved, observing, questioning, and accompanying. “I’m very hands-on,” she said. From there, she exercises close, empathetic leadership with her feet firmly planted on the ground.

Today, 60% of her team are women , many of them mothers who have returned to the workforce after a hiatus. At CLG , school festivals, parent-teacher meetings, and family emergencies are priorities. “I try to be consistent. I’m a mom too. Personal life can’t wait, but work can,” she emphasized.

In an environment where the majority of the transport owners she works with are men, Coral said she feels respected. “They’ve supported me. They’ve advised me. The operators, the transporters, the clients… they respect me a lot,” she shared.

When talking about what she’s built, Coral Lorenzo Gómez doesn’t recite numbers or boast about achievements. She prefers to talk about what she loves. “I started with a purpose, with something that was pulsing. And I think people see that when they join. That it’s a project with soul, with heart,” she emphasized. “Suppliers, clients, and the team feel that,” she explained.

CLG Logistics Group was not born from an Excel spread , but from a combination of instinct, necessity and vision.

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El cargo CLG: logistics with purpose and proximity apareció primero en T21.