Holman , a firm based in New Jersey, USA, with a history of more than 100 years in the automotive services market, announced the acquisition of all of ARIZA.

ARIZA was a joint venture in equal parts between Holman and Corporación Zapata, with which Holman will now strengthen its presence in the fleet management business with multinationals in North America.

As part of this transition, the ARIZA brand will be discontinued and the company will operate under the name Holman.

“At Holman, we are honored and grateful to have collaborated with the Zapata family for more than 30 years on this successful joint venture,” said Chris Conroy, CEO of Holman. “The integration of ARIZA into Holman reflects our confidence in the Mexican market, our commitment to supporting our customers throughout North America, and our appreciation for the talented team that has helped build this business.”

ARIZA was founded in 1995 as a joint venture between Holman and Corporación Zapata , with the goal of helping its customers respond to the increasingly complex demands involved in operating a multinational fleet.

For over 30 years, ARIZA has accumulated extensive experience in fleet management, innovative technology, and local market knowledge to optimize performance and transform fleet vehicles into strategic business assets. This acquisition will integrate ARIZA’s team, operations, and customer service into Holman.

Holman customers will now have a single point of contact, standardized processes, and a broader service offering across the United States, Canada, and Mexico. This integration will enable Holman to provide the comprehensive and coordinated fleet management experience across countries that its multinational customers require. ARIZA’s offices, website, digital platforms, and customer materials will gradually adopt the Holman name and brand identity.

Corporación Zapata was founded in 1956 and operates in the land transportation and mobility sector. It maintains a presence in the markets for the distribution of automobiles, commercial vehicles, trailers, buses, used vehicles, and auctions.

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The integration of technology into heavy vehicles has opened new possibilities for preventing road accidents, but safety is no longer limited to the systems installed in the vehicles. Connectivity, operational monitoring, and operator training are also part of a strategy aimed at reducing risks.

For Gilberto Rodríguez, Sales Engineering and Electromobility Manager at Scania Mexico , the integration of these elements allows for better use of the tools available in the vehicles and their application to daily operations.

“The big differentiator is how everything works together: the truck, the monitoring systems, that is, fleet management systems, and the training and development aspect,” Rodríguez explained.

In an interview with T21, he pointed out that Scania ‘s strategy starts with the design of the vehicles and includes the incorporation of different driver assistance systems.

“At Scania, safety is a design feature, not an optional package,” he stated, explaining that these systems are integrated as standard in the units that the company sells in Mexico.

Among the available technologies are emergency braking assistance , blind spot detection , lane departure warning and correction , as well as sensors to detect objects , pedestrians and cyclists in the front, side and rear areas of the vehicle.

Adaptive cruise control is also included , allowing the driver to set a speed and maintain a safe distance from the vehicle in front. According to Rodríguez, if that distance decreases, the system can intervene and even bring the vehicle to a complete stop without driver intervention.

However, the executive maintained that the vehicle’s equipment is only one component of the strategy, which also includes connectivity, monitoring systems, fleet management, and operator training.

Rodríguez explained that the information generated by the units allows observation of their behavior and, together with training, the use of technology as part of a comprehensive strategy aimed at increasing safety during operation.

Regarding the equipment, he also highlighted the use of a hydraulic retarder associated with the transmission, a component that contributes to the control of the unit and is part of the specifications of the brand’s vehicles.

Electromobility still faces challenges in Mexico

The technological evolution of heavy transport also opens another front for the industry: electromobility . The specialist considered that Mexico is in an initial stage and that its progress will depend mainly on three components: technology, charging infrastructure, and regulation.

Regarding the first point, he noted that the technology is already available among manufacturers participating in the Mexican market. The challenge, he said, lies primarily in creating the necessary conditions to broaden its adoption.

“The electric vehicle charging infrastructure, which in Mexico, to be completely honest, is not enough and there is much more to develop,” he said.

Added to this challenge is the need to advance laws and regulations that allow for the standardization of specifications for both the charging infrastructure and the electric vehicles themselves.

For Rodríguez, having the technology, expanding the charging network, and developing a regulatory framework will be the three fundamental elements for Mexico to gradually move towards electromobility in transportation.

Regarding its performance in the Mexican market, Scania accumulated 524 retail sales of cargo vehicles between January and March 2026 , of which 295 were tractor-trailers and 229 were other types of cargo vehicles, according to figures from the  National Association of Bus, Truck and Tractor-Trailer Manufacturers (ANPACT) . Tractor-trailer sales represented a 21.1% decrease compared to the same period in 2025, while other types of cargo vehicles saw a 472.5% increase.

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El cargo Technology and fleet management broaden the path towards road safety: Scania apareció primero en T21.

Seven thousand vehicles might seem like a lot until the figure surpasses 200,000; between those two numbers lie less than five years, five integrated companies, and a team of nearly 500 people. However, for Juan Pablo Baeza Prado , CEO and co-founder of Numaris , the story can’t be explained solely with numbers. Behind it all are people, technology, ideas, and a question that seems to always be with him: what can we do differently?

Before arriving there, his path led him through a different kind of business. At IGNIA Partners, he worked as an Investment Analyst and later participated in mergers and acquisitions projects within Grupo Kaluz. These experiences strengthened his knowledge of business growth, investment, and business development—tools he would later use to transform a company within an industry that had been operating in virtually the same way for some time.

The turning point came in 2021.

Since then, Baeza Prado has spearheaded the transformation of Numaris , which went from being primarily focused on tracking and GPS to becoming a comprehensive fleet management platform that combines IoT devices, software , artificial intelligence and specialized services.

The goal behind this evolution is to use technology to help transport and logistics companies operate more safely, efficiently, and profitably, he emphasized.

And as the technology changed, so did the scale. From managing around seven thousand connected vehicles, Numaris grew to over 200,000. Along the way, it integrated five companies and built a team of nearly 500 people, through a strategy that has combined organic growth and acquisitions.

For Baeza Prado, however, one of the greatest achievements lies beyond those figures: demonstrating that it is possible to build a technology company with a real impact on an industry as relevant as transportation from Mexico .

The company’s next phase also has the backing of investors such as Linzor Capital and international development organizations such as IFC and Proparco, which participate as partners and investors.

The answers are near.

Running a technology company might suggest a life spent in front of screens, numbers, and strategic meetings. Baeza prefers to look elsewhere as well: at the operational side .

Throughout her time at Numaris, she has participated in sales, implementation, customer service, acquisitions, strategy, and organizational development. Having worked in different areas allows her to view the company from various perspectives, but also to maintain an idea she considers fundamental to leadership: “never assume you already have all the answers,” she explained.

That’s why he talks about curiosity and closeness . He seeks to stay close to customers, the team, and operations because he believes that’s where the answers, and often the next opportunities, emerge. His commitment also lies in building teams that are better than himself, giving them autonomy, and fostering a culture where people understand that daily work must generate value for the customer.

But there is something that moves him even more: connecting pieces .

People who might not have met otherwise. Talent with technology. One idea with another. Baeza said he enjoys bringing these elements together around a shared vision because he is convinced that great transformations are not the work of a single person, but of extraordinary teams working with a common purpose.

In addition to his business activities, he serves on various boards of directors and participates in leadership initiatives such as the Young Leaders Circle of the Milken Institute .

Now their focus is on continuing to develop solutions that leverage data and artificial intelligence to improve the efficiency, safety, and management of fleets.

After transforming Numaris, the challenge is no longer to look at how much it has grown, but to imagine how far it can go when talent, technology and ideas advance in the same direction.

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Telemetry is no longer a tool reserved for large corporations. Rising operating costs, a shortage of operators, increased security demands, and the need to optimize every asset have begun to accelerate its adoption among medium-sized companies and even small carriers. In this context, Mexico has become Geotab ‘s main market in Latin America and the starting point for the company’s regional expansion, Juan Cardona, Vice President of Sales for Latin America, told T21 in an interview.

Cardona explained that, while the company initially established its presence in the region by serving large corporations with global operations, the market has evolved to encompass a much broader spectrum. Today, he said, interest also comes from medium-sized companies and small transportation businesses seeking to enhance their competitiveness in the face of increasingly demanding clients.

“It’s more expensive not to have the technology than to have it,” Cardona stated, arguing that a proper implementation can recoup its investment in three to six months thanks to the operational savings achieved. “We’re not really salespeople, we’re consultants,” he added, explaining that Geotab’s model is based on helping companies interpret data and turn it into business decisions.

The executive believes that the growth of outsourced transportation is also changing the profile of telemetry users. Companies that previously operated exclusively with their own fleets are increasingly turning to smaller carriers to meet increased demand, so having platforms compatible with their clients’ technological standards can become a differentiating factor.

One of the aspects that stood out most during the interview was the value of data in identifying inefficiencies that often remain hidden within organizations. Cardona pointed out that, on several occasions, data analysis has revealed administrative errors that for years represented financial losses for companies.

“It’s not me saying it, it’s the technology,” he stated, referring to situations where data reveals poor operational practices or incorrect decisions. He even acknowledged that some organizations initially rejected adopting these tools precisely because they expose these shortcomings, although they later end up using them again when seeking to improve their performance .

From their perspective, the greatest benefit of telematics lies not only in monitoring vehicles, but also in building continuous improvement processes. Companies in sectors such as food and beverage use indicators to compare the performance of their operations with other units within the same group in different countries, setting targets for fuel consumption, road safety, driving, and route efficiency.

The results, he assured, can be directly reflected in operations. Cardona indicated that, at a regional level, Geotab clients have managed to reduce accidents by up to 65% , decrease fuel consumption by around 15%, save between 20 and 22% on maintenance, and increase fleet utilization by 18%.

The adoption process, he explained, begins with the temporary installation of devices on part of the fleet to collect real-time operational data. Based on this weekly analysis, the company identifies atypical fuel consumption, route deviations, aggressive driving, unproductive time, or unauthorized routes—elements that are then used to redesign operations.

“ You can’t manage what you can’t measure ,” Cardona summarized regarding the philosophy guiding this consultative process.

In terms of technology, he noted that the GO device is the core of the platform and can be integrated with solutions such as AI-powered cameras, panic buttons, cold chain systems, trailer tracking, and other specialized devices. Among the practices that generate immediate benefits, he mentioned seatbelt use, reduced idling, route optimization, and leveraging artificial intelligence to design more efficient routes.

It was precisely within this process of technological evolution that Geotab introduced GO Focus Plus , a camera equipped with artificial intelligence that analyzes only critical events, incorporates voice alerts for the driver, and aims to reduce risky behaviors without compromising privacy. According to the company, during pilot tests this solution managed to reduce close following between vehicles by up to 90% and cell phone use while driving by 95%.

The company also recently strengthened its refrigerated transport offering with a new cold chain solution that incorporates IOX-COLD and IOX-COLD Rugged devices , compatible with original refrigeration equipment and designed to reduce merchandise losses, optimize operating costs, and facilitate regulatory compliance.

Cardona emphasized that Geotab’s growth has been supported by the development of its own technology. He explained that both the software and hardware are designed by the company in Canada and that Mexico has a logistics center capable of delivering devices in less than 24 hours. He added that some equipment installed more than two decades ago continues to operate, even in demanding applications such as mining, where data capture and storage must be maintained even without connectivity.

Geotab currently has over six million subscriptions and processes more than 100 billion data points daily. It serves approximately 100,000 customers through a network of 700 business partners and operates in 160 countries with over 3,200 employees. The company is also celebrating its 26th anniversary, supporting its platform with Google Cloud infrastructure and a strategy focused on road safety, operational efficiency, and sustainability.

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El cargo Geotab aims to democratize telemetry apareció primero en T21.

For years, the conversation about distracted operation in trucking focused on driver behavior; however, increasing digitalization has made it clear that the problem is also related to how companies organize road work.

Today, operators maintain constant communication with monitoring centers , receive real-time instructions, and use navigation apps and digital tools to perform their tasks. In this context, reducing distracted operation involves much more than simply prohibiting cell phone use: it requires reviewing processes, strengthening a safety culture, and leveraging technology designed to mitigate risks .

That is one of the main conclusions of the study “Behind the wheel: Distracted driving in physical operations” , prepared by Samsara from a survey of more than 1,550 commercial operators from seven countries, including Mexico, belonging to 21 industries.

Work can also become a distraction

The study found that 79% of operators experienced, during the last year, at least one “near miss” or close incident related to some distraction while driving, while 93% stated that they had faced consequences such as property damage, injuries, fines or even legal proceedings resulting from these types of situations.

Although the cell phone continues to be the main distraction factor , the report shows a relevant nuance for companies: many of the activities that divert attention are part of the operation itself.

74 % of operators indicated that they use mobile phones or other technologies to perform work-related tasks while operating the tractor-trailer. Furthermore, the operators themselves identified reducing work calls and messages during trips , improving communication tools, and having more efficient in-cab navigation systems as priorities.

These results suggest that prevention no longer depends solely on the operator’s discipline, but also on the operational design and the way in which organizations manage the information that their operators receive during the workday.

Another change reflected in the study is the evolution in the perception of monitoring technologies.

For years, tools like dashboard cameras were primarily associated with monitoring mechanisms. However, the operators surveyed show a different view.

Ninety-three percent said that watching footage of their own surgery increased their awareness of distractions while driving , while 60% acknowledged modifying their driving habits after reviewing the footage. Only 6% indicated that these tools did not produce any changes in their behavior.

Furthermore, the technology that operators consider most useful for improving safety corresponds to artificial intelligence (AI)-powered systems capable of detecting distractions and issuing real-time alerts , followed by better hands-free communication systems, voice-activated functions, and tools that reduce unnecessary notifications during operation.

Rather than replacing the operator, these solutions seek to anticipate risks and support decision-making before an incident occurs.

Safety also influences the operator’s retention

The study also shows that safety strategies are beginning to have an impact that goes beyond accident prevention.

Nine out of ten operators stated they would be more likely to stay with a company that implements measures to prevent distractions . For a sector facing difficulties in attracting and retaining talent, safety is also becoming a key element of job competitiveness.

Training is part of that strategy. Ninety-five percent of operators who receive advice or training on distracted driving felt that these actions have positively improved their driving habits. Globally, digital training has become the primary method used by companies , followed by in-person counseling and in-cab alerts.

From punishment to prevention

The results also reflect a change in the way security policies are understood.

While 82 % of operators considered their companies’ current policies effective , respondents indicated that the measures with the greatest potential to reduce distracted driving are not limited to penalties.

Among the most highly valued actions are mandatory training programs, awareness campaigns, the application of rules on the use of mobile devices , and regulations to combat fatigue.

Furthermore, 82% of operators considered that incentives and recognition from companies are more effective in discouraging distracted driving than punitive measures.

A change of focus for operations

Distracted driving will continue to be one of the main risks for trucking. However, the study suggested that its prevention can no longer be addressed solely through the individual responsibility of the driver.

As operations incorporate more digital tools and communication between operators and control centers becomes permanent, companies face the challenge of building operating models that reduce distractions without impacting productivity .

In this scenario, the combination of technology, training, better-designed processes, and an organizational culture focused on prevention is beginning to emerge as a comprehensive strategy to improve safety, strengthen operator retention, and make transportation operations more efficient.

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El cargo Distracted driving: the challenge goes beyond the driver and requires changes in company management: Samsara apareció primero en T21.

Telemetry is ceasing to be a tool focused solely on tracking units and is becoming a support for operational decision-making within trucking companies , by allowing the analysis of vehicle performance and the detection of factors that directly impact the cost per kilometer.

The information generated by vehicles can become a tool to stop depending solely on perceptions , as explained by Jorge Estrada, commercial director of AnzenTec , who pointed out that the analysis of more than 200,000 kilometers traveled by cargo units was carried out from data obtained directly from the engines through telemetry systems, which allow information to be transmitted in real time to evaluate the performance of operations.

Among the indicators that can be monitored are fuel efficiency, speed, revolutions per minute (RPM) , accelerator pressure, idling time, range and operating behavior, variables that influence the operational performance of the units.

Estrada emphasized that one of the main findings of the analysis was that fuel savings do not depend exclusively on the type of energy used , but also on the way the vehicle is driven.

According to the specialist, efficient operation—maintaining appropriate speeds, avoiding unnecessary accelerations, and operating the engine within recommended ranges—can translate into better performance and lower operating costs.

In contrast, he indicated that excessive speed , high engine revolutions, and constant acceleration increase fuel consumption and reduce the unit’s efficiency, regardless of the technology used.

The executive added that the information generated by telemetry also allows real-time knowledge of aspects such as available range, fuel level and vehicle operating conditions, facilitating route planning, unit tracking and maintenance scheduling.

Furthermore, he highlighted that the use of operational data helps to identify opportunities for improvement in the driving of operators and to establish performance indicators that can translate into lower costs for fleets .

For Estrada, the value of these tools lies in transforming large volumes of information generated by vehicles into decisions that allow for improved productivity and profitability of transport operations.

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El cargo Telemetry: From engine data to cost-reduction decisions in trucking apareció primero en T21.

Fleet management in Mexico is moving beyond schemes focused solely on fuel control to advance towards models that integrate maintenance information, tolls, telemetry and electrification, with the goal of improving operational efficiency and reducing costs.

Faced with greater logistical demands and increasing pressure to optimize resources, companies are demanding more and more tools that allow them to have a comprehensive view of their operations, said Pablo Chiappetta, general director of Mobility at  Edenred Mexico .

“Today, the real need of customers is to have all the information integrated in one place,” he stated.

The executive explained that fuel represents between 30% and 35% of the total cost of a fleet, but there are other factors that directly impact profitability, such as maintenance, tolls, or the time that the units remain out of operation.

For companies, one of the main challenges is to transform the data generated by different systems into useful information for decision-making.

The trend, Chiappetta noted, is to move from isolated platforms to ecosystems capable of combining fuel , telemetry, maintenance and vehicle performance information to generate predictive analysis and operational recommendations.

“Companies are looking to simplify and have a single view of the operation. It’s no longer just about knowing how much is spent on fuel, but about understanding the total cost of operation,” he said.

In this context, Edenred is working on a platform called One Mobility , which is scheduled to launch at the end of this year, with the intention of integrating information from different solutions and generating indicators for fleet managers.

The strategy is the result of an evolution that began three years ago with the launch of new solutions such as Ticket Car Plus, its fuel control platform; tools for self-consumption; maintenance management; toll solutions and emissions compensation programs.

Now, the challenge is to connect all that information through a data and analytics layer capable of generating recommendations and predictive models supported by artificial intelligence (AI).

Electrification is starting to gain ground

The transition to electric vehicles is also starting to gain relevance, particularly in last-mile operations .

According to Chiappetta, some large companies already operate partially electrified fleets and demand for this type of solution is growing at triple-digit rates, although the available infrastructure is still limited.

Currently there are around four thousand chargers in Mexico, a number still small for the size of the country, so many companies have started with loading schemes in their own yards.

“Electrification is an irreversible trend. The challenge now is to develop the necessary infrastructure to support that growth ,” he commented.

Digitization also opens up opportunities to reduce costs and improve operational control.

According to the executive, the use of technological tools allows for reducing leaks and detecting savings opportunities, as well as anticipating maintenance and optimizing the performance of the units.

“Companies that do not evolve and incorporate technology will be less efficient in an increasingly demanding market,” he warned.

Mexico will be the first country where Edenred will deploy One Mobility.

“We are very proud that Mexico is the first market where we will launch this product. We believe that what we are developing here will transcend the country’s borders,” he commented.

The Mexican operation is one of the most important for the company. Globally, mobility represents 30% of Edenred’s business, and Mexico is the second most important market in the world for this division, after Brazil.

Currently, Edenred Mobility Mexico serves more than 12,000 customers and manages over half a million fuel payment methods. The company has expanded its offerings to include maintenance, toll collection, self-consumption, and electromobility solutions , with a strategy focused on integrating information to provide a more comprehensive view of operations.

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El cargo Fleet management is evolving towards integrated models: Edenred apareció primero en T21.

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El cargo Sustainability in road transport: from discourse to operation to reduce emissions apareció primero en T21.

Logistics operations in Mexico face increasing pressures that force companies to rethink the management of their fleets, in an environment where costs, insecurity and operational efficiency have become determining factors, explained Luis Larrea, senior regional manager of Field Engineering at Samsara Mexico.

At The Logistics World Summit & Expo , Larrea explained that eight out of every ten products consumed in the country are transported through the logistics sector , while 72% of the national economy depends on foreign trade , highlighting the importance of trucking to economic activity. However, this dynamism coexists with rising costs: fuel prices have increased by 16.7% , while insurance premiums have risen between 15% and 20%.

Adding to this context is the issue of insecurity. Between January and October 2025, 5,200 robberies were recorded on Mexican highways , according to data from Samsara, with estimated losses of between 7 and 10 billion pesos annually.

Given this scenario, technological adoption is becoming increasingly important. Currently, 48% of fleets already use artificial intelligence (AI) , although its implementation requires clear objectives and a defined strategy to generate value in operations.

One of the main challenges remains fuel, which can represent between 30% and 50% of operating costs . In this respect, even marginal reductions can translate into significant impacts on profitability.

Operational visibility is positioned as a key element. Tools such as telematics, process digitization, in-cab cameras with alerts , operator training programs, and monitoring systems allow for improved operational control, optimized routes, and more efficient cost management, Larrea explained.

In particular, measuring idling speed and fuel consumption becomes critical . Identifying unnecessary expenses, analyzing driving habits, and differentiating between productive and unproductive idling allows for performance improvements, cost reductions, and real-time operational visibility.

Concrete examples reflect these benefits. Companies like Potosinos have reported a 23% increase in delivery time productivity , as well as a 20% reduction in fuel leaks and a 7% reduction in operator turnover .

In terms of fleet utilization , monitoring key performance indicators—such as productive hours, unit usage, maintenance, and route management—allows for progress toward more efficient operations. This translates into reduced operating costs, fewer units out of service, and improved asset management.

In this process, AI is positioned as a cross-cutting enabler that impacts various areas of the operation. From operators, with vehicle inspections, document interpretation, and in-cab monitoring, to maintenance and administrative teams, where this technology facilitates route management, report generation, invoicing, and order tracking.

The benefits are also reflected in financial and safety indicators. One example is PROAN , which achieved an 80% reduction in freight collection time and a 64% decrease in speeding violations , in an operation with more than 450 vehicles and over 70 years of experience .

Larrea emphasized that the combination of technology, data, and discipline in measuring indicators is emerging as the path to strengthening efficiency, reducing costs, and improving the competitiveness of the trucking industry in Mexico .

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El cargo Technology and data, key to improving fleet efficiency in Mexico: Samsara apareció primero en T21.