The digital revolution, artificial intelligence (AI), geopolitical conflicts, and nearshoring (relocation of production lines) are redefining international trade and forcing freight forwarders to assume a much more strategic role within global supply chains, warned Thomas Sim, president of the International Federation of Freight Forwarders Associations (FIATA) , at the 8th Congress of the Mexican Association of Freight Forwarders (Amacarga) .

At the conference “The Future of International Trade, the Digital Revolution & Strategic Role of Freight Forwarders”, the executive asserted that the traditional freight forwarder model is outdated and that the sector must transform itself to respond to an increasingly complex, technological and dynamic logistics environment .

“We are no longer just intermediaries. Today we are supply chain managers,” he emphasized.

He explained that freight forwarders currently participate in processes related to multimodal transport, warehousing, insurance, customs compliance, financing, document management and technology, in addition to advising clients on logistics and commercial strategies.

One of the central points of his presentation was the need to strengthen multimodal transport as a response to global disruptions affecting international trade.

The FIATA president mentioned that situations such as tensions in the Middle East, changes in maritime routes and the reconfiguration of trade between China and the United States are forcing companies to rethink logistics corridors and supply strategies.

“Today, multimodality is a fundamental part of value-added services,” he said.

In this context, he highlighted that Mexico faces an important opportunity stemming from nearshoring and changes in global manufacturing and trade flows.

Thomas Sim emphasized that freight forwarders must develop capabilities in areas such as rules of origin, trade agreements, and trade compliance to help their clients optimize operations and reduce tariff costs.

“If a freight forwarder understands trade agreements and rules of origin, they can help modify routes or processes to obtain tariff benefits,” he commented.

He also emphasized the importance of training and professionalization in the sector , noting that many operators continue to work under outdated schemes that no longer meet the current needs of global logistics.

Another highlight was the digital evolution driven by FIATA, particularly through the adoption of electronic documents and technological platforms.

The president of the organization explained that FIATA already has a digital ecosystem that allows the issuance of electronic bills of lading backed by blockchain technology and digital identification systems.

According to Thomas Sim, this model seeks to create a reliable network for freight forwarders, banks, shipping companies and other actors in the logistics chain, reducing fraud risks and improving document efficiency.

He also highlighted that technologies such as artificial intelligence, automation, and digital platforms will continue to transform logistics operations and redefine the role of operators.

The executive invited attendees to the FIATA World Congress, to be held in Milan, Italy, in October 2026, as part of the international organization’s centenary celebrations. FIATA will officially turn 100 on May 31st.

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El cargo Freight forwarders must evolve from intermediaries to supply chain strategists: FIATA apareció primero en T21.

In international trade, freight forwarders develop logistics engineering by coordinating and optimizing the transfer of goods between different modes of transport , ensuring that shipments arrive at their destinations on time, in accordance with applicable regulations and with the efficiency necessary to minimize operating costs.

“It is the entity that coordinates, manages and executes the operations of different modes of transport between the shipper and the consignee,” highlighted Juan Pablo Pacheco, general manager of HAF Logística Internacional , a company specializing in freight forwarding.

In an interview with T21, he explained that logistics engineering involves finding the best route, airline, ship, or container to use and selecting the appropriate unit for transporting the merchandise.

He explained that within the supply chain, freight forwarders participate when the product or merchandise is transported from its place of manufacture to the consumer, which involves its transfer by sea, air or land.

Similarly, they verify that the merchandise complies with the certifications , licenses, labeling, among other information of the destination country; in addition to providing support in the import for customs clearance at origin and review of documents.

They also implement technologies such as RFID , barcodes, and blockchain to track and monitor merchandise in real time, reducing errors and losses. They use data analytics to identify patterns and trends in the supply chain, allowing them to anticipate and mitigate potential risks.

In addition, the freight forwarder creates risk profiles for various types of product, routes, and modes of transport, which facilitates informed decision-making and the implementation of specific security measures.

In addition, it works closely with carriers , warehouses, customs authorities and other supply chain actors to share information and coordinate actions to minimize risks.

Another of its functions is to inform customers about the status of their goods and any incidents that may affect delivery, as well as to implement document management systems to maintain accurate and accessible records of all operations, including customs documentation, certificates of origin and other relevant documents.

Also, ensure that all documentation complies with current legal and regulatory requirements , which reduces the risk of penalties and delays in the supply chain.

Juan Pablo Pacheco explained that they implement safety criteria to ensure the product arrives safely at its destination and is not contaminated during transit.

Currently, there are around three thousand freight forwarders in the country , a number higher than needed, although not all of them have a security or quality certification in the supply chain, a digital platform or cost analysis.

Despite their vital participation and relevance in logistics chains, freight forwarders face challenges stemming from a lack of regulation, which is why they continue to work on the initiative to reform the Commercial Code with the aim of incorporating this figure into current federal commercial legislation.

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El cargo Freight forwarders, international trade logistics engineers apareció primero en T21.

In an increasingly complex environment for foreign trade , SIEM Business is redefining its role in the logistics chain by opting for a comprehensive service model that seeks to resolve, in a single point, the operational needs of its clients.

Sergio Islas, the company’s director, explained to T21 that the firm has evolved from being an operator focused on specific processes to becoming a logistics partner that takes over virtually the entire operation, from origin to national distribution.

“Today, the goal is to do everything for the client. We want them to not have to coordinate five different suppliers, but rather find a complete solution with us,” he emphasized.

SIEM Business’s strategy focuses on strengthening its offering as a 3PL operator, integrating freight forwarding , customs clearance, transportation and distribution services.

Currently, the company consolidates cargo from Asia, mainly China and India, through a network of partners , with a strong specialization in maritime transport .

Once in Mexico, it handles customs clearance, tax payments and document management, and then takes care of the transfer and distribution.

One of its most representative cases is the operation for a retail chain , where it not only manages the import, but also carries out additional processes such as labeling and preparation of merchandise, delivering ready orders directly to each store nationwide.

“We ended up solving their problems. We no longer just import; now we also prepare the merchandise and get it ready for distribution,” Islas explained.

To support this model, the company has strengthened its infrastructure in key locations across the country . It currently has a presence in Ciudad Juárez, Manzanillo, Mexico City International Airport , and Tlaxcala, in addition to its own fleet of vehicles.

Added to this is the recent certification as an inspection unit, which will allow it to issue official opinions on labeling standards and commercial compliance, a key step to further integrate services into its offering.

“We no longer just handle logistics; now we can also verify regulatory compliance . This reduces intermediaries and waiting times for the client,” he emphasized.

Technology for end-to-end traceability

Another pillar of SIEM Business’s growth is technological development . The company has implemented its own tools and partnerships that allow it to offer complete visibility into operations.

On one hand, it uses artificial intelligence platforms that integrate and process information from multiple actors in the chain, suppliers, shipping companies, agents and carriers, to track cargo from its origin.

In addition, it developed an internal system that provides continuous tracking within the national territory, integrating GPS, electronic records, and billing into a single platform.

“Today, the customer can track their shipment virtually from origin to delivery. Furthermore, they have access to all their documents in one place,” Islas explained.

One of the most relevant innovations in its operating model has been to transfer critical processes to the country of origin, especially to minimize the logistical impact due to the current customs context in Mexico.

Through its partners in Asia, the company performs inspections, classification and validation of goods before shipment.

This approach has allowed them to reduce operating times from up to 120 days to windows of between 38 and 45 days, in addition to minimizing errors and costs associated with reprocessing at the destination.

“We prefer to do the work from the source. We arrive in Mexico with everything ready, which allows us to be much more efficient,” Islas emphasized.

Selective growth and new markets

The dynamic market has increased demand for comprehensive services, leading SIEM Business to receive a steady stream of new client requests. However, the company maintains a policy of selective growth.

“Not all clients are a good fit for us. We carefully analyze each transaction before integrating it, because this model requires commitment from both parties,” Islas stated.

In parallel, the company is advancing its international expansion with the opening of a marketing company in the United States, from where it will seek to connect the supply of US suppliers with Mexican companies, particularly in sectors such as auto parts and electrical components .

“We want to continue expanding our solutions. If the customer needs the product, we can also help them obtain it and bring it to them,” he added.

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El cargo SIEM Business is committed to comprehensive 3PL solutions. apareció primero en T21.

The digital transformation of foreign trade will have a new meeting point in Mexico. On May 14th, Logtech Day , organized by KLog , will take place at the Estación Indianilla Cultural Center starting at 5:00 PM , with the aim of discussing the challenges and opportunities of an industry facing rapid change.

According to Janan Knust , founder and CEO of the company, the event seeks to drive an urgent conversation: logistics can no longer be limited to moving cargo , but must evolve towards a model based on data, visibility and strategic decision-making.

“We are at a pivotal moment. Technology is advancing at an unprecedented pace, but the industry is still adapting. Logtech Day is the space to accelerate that change,” he noted.

In this context, KLog – which defines itself as the only digital freight forwarder in Latin America that has managed to consolidate – seeks to position itself as a catalyst for this transformation.

Despite numerous global attempts to digitize freight forwarding , many have failed or reduced operations. For Knust, this doesn’t mean digitization doesn’t work, but rather that the industry’s timelines are longer and more complex .

“It’s a fragmented industry, with multiple players, languages, time zones, and different technological levels. That makes digitizing it particularly difficult,” he noted.

From a factory in China to the final delivery point, carriers, customs, shipping companies, insurers and logistics operators are involved , making foreign trade a highly asymmetric chain and prone to exceptions .

In this regard, KLog has focused on Mexico as its main growth strategy in the region. The reason? A large, dynamic market with a high need for operational visibility.

“The common denominator is the lack of integrated information. There is a great opportunity in connecting data and turning it into decisions,” Knust said.

The company has recorded growth exceeding 100% in the country, driven by companies seeking technological solutions to manage complex operations, multiple SKUs, and increasingly demanding supply chains.

A space to connect the entire logistics chain

The meeting will bring together key players in the logistics ecosystem , from importers and exporters to forwarders, technology companies, financial institutions and foreign trade specialists.

The goal is to generate dialogue between the different links in a historically fragmented chain , where the lack of information integration remains one of the main operational challenges.

One of the central messages of the event will be that digitization is not only a technological issue, but a cultural one.

“The big challenge is not just implementing tools, but changing the way we understand logistics. Today, the value lies in anticipating, not reacting,” he explained.

Although artificial intelligence (AI) and automated systems are redefining the industry, Knust was emphatic: the human factor will remain essential .

“Technology isn’t going to go backwards, but people must be at the center. The real change is in the mindset ,” he emphasized.

Under this logic, KLog summarizes his vision in one sentence: “Systematize the predictable to humanize the exceptional . ”

This involves automating repetitive processes to free up time and allow teams to focus on what is truly valuable: decision-making, exception resolution, and customer relationships.

Logtech: an industry under construction

Logtech Day also seeks to position the concept of “logtech” in the region, following a similar logic to what happened with fintech in the financial sector, a new layer of innovation that redefines traditional industries .

For KLog, this event is not only a showcase of technology, but also a platform to attract talent, foster collaboration, and promote the development of solutions from Latin America.

“We don’t want to be the only ones talking about this. We need more players, more innovation, and more companies to join this transformation,” Knust emphasized.

Comment and follow us on LinkedIn: @Jennifer Galindo / @GrupoT21

El cargo Logtech Day arrives in Mexico, the turning point for the logistics industry apareció primero en T21.

A decade after its founding, Geneseas Logistics has established itself as a freight forwarder that has successfully evolved in an increasingly complex logistics environment, focusing on specialization, technology and, above all, human capital.

Founded in 2016 by Miguel Gil , the company was born with a clear focus on maritime transport, particularly containerized cargo (FCL) , leveraging its founder’s previous experience in the Asia-Mexico market and the network of contacts built throughout his career in the industry.

“We started with a strong focus on maritime shipping, with an aggressive strategy in FCL and solid relationships with shipping lines and agents. That foundation was key to building what we are today,” Gil explained.

While its operations were initially concentrated in Asia, the company has expanded its reach to Europe, the United States, and Latin America , diversifying its routes, services, and markets. Today, it not only manages imports and exports to and from Mexico, but also operates international shipments that do not necessarily pass through Mexican territory.

This growth has been made possible by its integration into global networks of agents, which allow it to offer international coverage with reliable partners.

In parallel, digitalization has been a key driver of its evolution. The company operates with robust platforms such as CargoWise and CargoFive, which allow it to integrate operational, administrative, and commercial functions, as well as offer real-time visibility to its customers.

These tools facilitate everything from tariff management to shipment tracking, optimizing response times in an environment where immediacy has become a competitive advantage.

The company’s tenth anniversary coincides with one of the most challenging periods for the logistics industry. Regulatory changes, geopolitical tensions, and new demands in foreign trade have increased the level of complexity for importers and operators.

Among these challenges are the modifications in customs regulations , the tightening of controls and figures such as the value manifest, which have directly impacted the operation.

“These have been complicated years. There are many factors beyond the importer’s control that end up affecting the entire chain, including freight forwarders and shipping companies,” Gil noted.

Given this scenario, the company has strengthened its customer and supplier selection processes, prioritizing formal operations and reducing risks associated with non-compliance or irregular practices.

Beyond technology or infrastructure , the executive stressed that the real differentiator has been the team.

“Human capital is the most important thing and also the most difficult to build. Having skilled, committed people with a good attitude is the foundation of everything,” he stated.

The company has opted for flexible work arrangements, close relationships with employees, and an organizational culture focused on well-being, seeking to position itself as an attractive company in a sector where talent is increasingly scarce.

Personalized service and quick response

In operational terms, Geneseas Logistics has built its value proposition on two pillars: personalization and speed .

Each client has a single point of contact that provides comprehensive tracking of their operations, regardless of the mode of transport. This is complemented by a strategy based on multiple logistics options per shipment, enabling a rapid response to changes or unforeseen events.

“We always try to have several alternatives: shipping companies, routes, insurance. That gives us flexibility and responsiveness,” Gil explained.

With approximately eight thousand shipments annually, the company projects ambitious growth over the next 10 years , aiming to double its operating volume, expand its service portfolio, and integrate new technologies, including artificial intelligence.

In addition, it will seek to strengthen segments such as air cargo, land cargo, special projects (break bulk and Ro-Ro), maintaining its leadership in maritime, but with a more diversified offering.

“We want to continue growing, diversifying and maintaining our essence: solid relationships with collaborators, clients and suppliers,” he emphasized.

Comment and follow us on LinkedIn: @Jennifer Galindo / @GrupoT21

El cargo Geneseas Logistics: 10 years navigating the complexity of global trade apareció primero en T21.

Freight forwarding in Mexico is undergoing a quiet adjustment phase that contrasts sharply with the visible volatility of recent years. Far from the extraordinary peaks brought on by the pandemic, the market appears to have entered a stage where oversupply of capacity, weak consumption, and regulatory pressure are beginning to shape a more complex and less profitable environment for logistics intermediaries.

The clearest evidence lies in the industry’s performance during 2025. It was not a good year. The contraction in volumes and the pressure on margins affected even the most established players, in a context where supply growth—particularly in maritime transport—exceeded demand’s absorption capacity. “There was a slowdown; we saw a contraction at the industry level,” acknowledges Nicolás Portenza, CEO of Eternity Group Mexico , in an interview, describing a market that has yet to regain traction.

The problem is not temporary. The supply and demand equation has become unbalanced at a time when economies, especially in Latin America, are showing signs of weakness. The result is constant pressure on ocean freight rates , which continue to deteriorate, although without reaching critical levels. Shipping companies, more disciplined than in previous cycles, have managed to contain sharp declines through operational strategies, but the market remains far from a solid recovery.

In that adverse context, not all players performed equally. Eternity Group Mexico managed to weather the general market downturn and even close the year with positive numbers. “Having surpassed the previous year’s (2024) volumes was good, and we took great care of profitability,” Portenza points out, in an analysis that reveals a strategy more focused on operational discipline than aggressive expansion.

The outlook for 2026 is not particularly encouraging . Long-term contracts anticipate rates below those negotiated the previous year, while the spot market remains volatile, making planning difficult.

In this context, freight forwarders face a structural dilemma: compete on price or build value . The first option, while tempting in a depressed market, tends to erode margins in an industry where operating costs are increasingly difficult to absorb. The second, on the other hand, requires investment, sophistication, and a business narrative that the customer is willing to pay for.

Comment and follow us on LinkedIn:  @Enrique Duarte Rionda  /  @GrupoT21

El cargo Logistics under pressure: the new game of forwarding apareció primero en T21.

A giant doesn’t arrive suddenly. It announces itself loudly, yes, but it settles in quietly. And in the case of DP World , its arrival in Mexico isn’t a sudden incursion, but rather a presence that has been developing its capabilities, refining its offering, and now, explicitly stating its ambition, for at least two years: to deploy a logistical footprint that transcends the traditional discourse of freight forwarding .

The company’s formal launch in the country, held yesterday, revealed more than just a commercial expansion. It was, essentially, the unveiling of a model that seeks to reshape the way the supply chain is structured , at a time when the logistics market is experiencing structural tension: volatile rates, a concentration of power in shipping companies, and increasing pressure on intermediaries’ margins.

“We are a logistics integrator that can basically integrate all services within the supply chain,” summarized Francia Páramo, general manager of Freight Forwarding in Mexico, outlining the starting point of a company that seeks to differentiate itself not through rhetoric, but through the depth of its assets.

That is precisely the central theme running through DP World’s entire narrative. It doesn’t present itself as just another player in the saturated freight forwarder ecosystem , but rather as a structure that combines physical infrastructure with operational capabilities on a global scale. The figure is revealing: “10% of international freight moves through our terminals,” stated Carla Montenegro, Commercial Vice President for the Americas, when illustrating the reach of a network that spans more than 80 countries and 126,000 employees.

But the data alone doesn’t explain the bet. What the company is trying to capitalize on is a deeper transformation of the sector. “International transport has become a stock market ,” Montenegro warned, describing an environment where prices respond to geopolitical variables, disruptions, and cycles that no longer return to normal after the pandemic.

In this context, the asset-light model that has historically defined freight forwarding is beginning to show its limitations. “ Forwarders , those without assets , continue to shrink,” he noted, in a significant observation: the pure intermediation business is losing ground to structures that control infrastructure and can absorb or mitigate volatility.

This is where DP World is trying to position itself . Its central argument is that vertical integration—terminals, maritime services, land transport, warehousing, and contract logistics—can translate into operational control and, consequently, certainty for the customer. This is no small promise in a market where, as the players themselves acknowledge, logistics budgets can easily “boil over.”

The scale of that infrastructure is part of the message. More than 79 port terminals , its own maritime operations on intra-regional routes, a dominant presence in Africa with 6,300 trucks, and logistical capabilities ranging from warehousing to specialized services for industries such as automotive and technology.

The example of the Jebel Ali port in Dubai serves as an operational metaphor for the model: a terminal that moves 20 million containers a year , surpassing complexes like Los Angeles-Long Beach, with highly automated operations. But beyond the data, what underlies it is a logic: control of critical nodes in the supply chain.

This logic also extends to the end customer. “We want to have a more strategic relationship with cargo owners,” Montenegro pointed out, implicitly acknowledging another market tension: the growing power of shipping companies , which “dictate prices and dictate the future of their products.”

The message is clear: DP World seeks to position itself as a counterweight in that equation, not through intermediation, but through infrastructure .

And in Aztec lands?

In Mexico, that ambition is beginning to take shape with a base that, although recent in its visibility, already has a certain degree of operational maturity. The company currently has five offices —Mexico City, Monterrey, Guadalajara, Querétaro, and soon Puebla—and five warehouses located in Monterrey, Juárez, San Luis Potosí, Querétaro, and Puebla.

“We offer the full range of services, from land freight, ocean freight and air freight, to contract logistics ,” explained Luis Segura, commercial director in Mexico, describing an offering that replicates, on a local scale, the global integration model .

However, beyond the existing infrastructure, the discourse points toward what’s to come. “We have big expansion plans in Mexico (…) we are going to be very strong, not only in logistics, but also in port operations ,” Montenegro stated, hinting that the country is not a tactical market, but a strategic one within their global network.

The stakes are high. In an environment where Mexico is gaining relevance as a logistics hub due to nearshoring , but at the same time faces structural bottlenecks —overburdened ports, stricter customs, and uneven land infrastructure —the promise of logistics integration faces a complex reality.

Therefore, more than the arrival of a new player, what is being tested is the viability of a model : whether vertical integration and asset control can effectively translate into efficiency and resilience in a market like Mexico’s.

DP World doesn’t just discover that market . It comes to compete for it. And it does so with a clear narrative: in an increasingly fragmented and volatile supply chain, whoever controls the infrastructure will also control the rules of the game.

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El cargo DP World enters the logistics battle in Mexico apareció primero en T21.

Intex Forwarding , a Mexican company specializing in international transportation and logistics, opened its new office next to Mexico City International Airport (AICM) . This office responds to the need to streamline its air operations, considered one of the company’s pillars.

“In logistics, there are always unforeseen events, delays, cargo handling issues, and customs complications. Our job is to resolve them quickly and with excellence. Being close to the airport allows us to react immediately and serve our customers closely,” explained Miguel Ángel Hernández, CEO and co-founder of Intex Forwarding.

Intex’s story began in 2021, in the midst of the pandemic. Hernández and his partner Pedro Mendoza, the company’s CFO, decided to start the business after years of experience at other companies where, they say, operational rigidity and bureaucracy limited customer service .

“We started with no resources, just hard work and industry knowledge. Our focus was on flexibility and total commitment to our clients. That made the difference,” Hernández recalled.

In less than five years, the company has managed to position itself in highly demanding industries such as pharmaceuticals, automotive, and retail .

One of Intex Forwarding’s recent milestones has been the consolidation of its relationship with the automotive industry, with clients such as Nissan , with whom it has been working for over a year, and recently won a key tender for last-mile management at the AICM.

This achievement reinforces the importance of maintaining its headquarters close to the airport, where they have trained personnel to enter the terminals, check guides, and immediately respond to any eventuality.

“What we’re looking for is efficiency: solving problems quickly and well,” the executive emphasized.

In addition, the company already has an office in Panama and is working on opening operations in Guatemala , consolidating its presence in Latin America.

Intex Forwarding currently offers solutions in air, sea and land transport , with import and export operations.

• Air cargo: with a special focus on exports to Europe and Asia, as well as import and last-mile services at airports such as Mexico City, Toluca, Aguascalientes, and Santa Lucía.
• Ocean freight: full load (FCL) and consolidated load (LCL) services, with notable routes from Italy, Germany, and Spain.
• Ground freight: operations to Central America, the United States, and Canada, as well as last-mile solutions.

Relationships of trust, the differentiator

Beyond its service portfolio, Intex Forwarding has built its reputation on trust and closeness.

“We don’t seek transactional relationships, but rather long-term ones. Even in difficult times, we stand up and work with the client to find a solution. That sets us apart from large corporations,” emphasized Pedro Mendoza.

The executive also emphasized the company’s humane approach to its employees. The choice of the new headquarters, close to the AICM and away from corporate areas, is intended to avoid exhausting commutes and promote a better work-life balance.

With five years of operations and clients in strategic sectors, Intex Forwarding is preparing for a new phase of growth. Its goal is to consolidate its network in Mexico, Central America, and South America, while strengthening its global alliances to offer competitive and reliable logistics solutions.

“We know we’re not a multinational company with offices all over the world, but we believe in a different model: proximity, flexibility, and results. That’s been our formula from the beginning, and it’s what will continue to guide us,” said Miguel Ángel Hernández, a member of the 21 T21 Youth in 2024.

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El cargo Intex Forwarding strengthens its presence in Mexico with a new office near the AICM apareció primero en T21.

The Association of Logistics Operators of Mexico (AOLM) announced the addition of KLN as a new member, strengthening its mission of connecting key players in the logistics sector and promoting its development through collaboration and trade representation.

In a statement, the AOLM noted that with this accession, it consolidates its role as a meeting point for the logistics industry , facilitating dialogue between companies, government, academia, international organizations, and other strategic stakeholders.

KLN is one of the leading global freight forwarders , with more than 35 years of experience in consulting, management, and optimization of supply chains for national and international companies. Its network includes more than 60 offices around the world , enabling it to offer comprehensive logistics solutions tailored to each client’s needs.

Its track record is distinguished by operational excellence, reliability, and a focus on customer satisfaction.

“We seek to contribute to collective initiatives that elevate logistics quality and efficiency in Mexico. Our commitment is to contribute to the growth and competitiveness of the national industry. Together, with AOLM and its partners, we are driving a more innovative and sustainable sector,” said Alejandro Saucedo, Contract Logistics Manager at KLN.

The AOLM, for its part, promotes various initiatives that directly benefit its members and impact the sector as a whole. These include the creation of networking spaces for the exchange of experiences, specialized forums with experts on key topics, and ongoing union representation before authorities, chambers of commerce, international organizations, and embassies , all with the goal of strengthening the country’s logistics competitiveness.

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El cargo KLN joins the Association of Logistics Operators of Mexico 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.