Mayra Gabriela Rosales Lira ‘s career in the logistics industry has been built on operations, business development, and an international vision of supply chains . With over a decade of experience in the sector, she now leads CKM Logistics as founder and Managing Director. CKM Logistics is a Mexican freight forwarding firm that focuses on combining global reach with a personalized, transparent service model geared towards building long-term business relationships.

Her foray into logistics began in 2015 when she joined Agility Logistics as an Operations Assistant. In that role, she had direct experience coordinating sea and air shipments, import and export processes, customer service, and supplier management. This initial experience allowed her to understand the industry from an operational perspective and laid the foundation for a career that would later evolve into business development and strategy.

A year later, her career took on an international dimension. In 2016, she completed a professional internship at Groupe Casino in France, working as a Supply Chain Project Management intern. There, she participated in initiatives related to distribution, procurement, cross-docking , and route optimization for Easydis, an experience that broadened her perspective on supply chain planning and efficiency .

Between 2017 and 2024, she worked for international companies such as Senator International, Blu Logistics LATAM, and DACHSER. During this time, she strengthened her commercial profile, participating in the development of new accounts, the design of logistics solutions, and building relationships with national and multinational companies.

Working within global organizations and with operations linked to different markets allowed him to understand logistics from various perspectives and recognize that behind every shipment lies a distinct business need. This vision became one of the principles he would later bring to his own company: designing solutions based on understanding the customer, not just the movement of goods.

In 2024, he founded CKM Logistics, taking the step from developing business within large international organizations to building a Mexican company from the ground up. The project was born with the intention of transferring the experience acquired throughout his career to his own freight forwarding model , where international capabilities coexist with close, transparent, and deeply service-oriented attention .

At the helm of CKM Logistics, Mayra Rosales is involved in both the business strategy and the development of the organization, its processes, and its culture. Her leadership vision stems from the idea that the growth of a logistics company should not be measured solely by the volume of operations, but also by its ability to generate trust, develop talent, and build sustainable relationships with clients, suppliers, and partners.

This combination of international experience, entrepreneurship, and a people-centered vision led her to become part of the T21 2026 Young 21 , a recognition of a new generation of professionals who are actively participating in the transformation of the logistics industry in Mexico .

For Mayra, the future of logistics demands professionals capable of understanding both the operation and the business, adapting to increasingly complex supply chains and, at the same time, preserving the human element behind every decision.

Mayra Rosales holds a degree in International Logistics from the Technological University of Nayarit and a Professional License in International Distribution and Transportation from IUT Besançon-Vesoul in France. In addition to this training, she has a diploma in Corporate Finance from Anáhuac University, complementing her logistics profile with tools for business management, decision-making, and business development.

Comment and follow us on LinkedIn:  @Humberto Cruz Moya  /  @GrupoT21

El cargo Mayra Rosales, a global vision that drives logistics apareció primero en T21.

Manuel Alejandro Martínez González has built his career on a clear premise: to understand logistics, you have to know it from all angles. Over 10 years in freight forwarding, he has worked in sales, operations, pricing , and finance, a combination that allowed him to develop a comprehensive view of the business and transform that experience into his own platform.

Her career began in special projects, where she participated in the arrival of new companies to the Mexican market and in the design of import, distribution, and marketing strategies. Later, she assumed responsibilities in international trade and customs clearance, before focusing on business development and routes for sectors such as automotive, textiles, perishables, and plastics.

At Senator International, he broadened his professional scope. He designed supply chains focused on reducing costs and transit times ; later, he led operations for the automotive segment, coordinating project cargo, oversized goods, critical cargo , hand carriers, and IMO cargo. This experience strengthened his ability to make decisions under pressure.

He later took over the management of the Germany-Mexico corridor, where he worked on standardizing commercial, operational, and pricing processes , as well as boosting volumes, profitability, and negotiations with shipping lines and international offices. He continued this specialization at Leschaco, while at Estafeta Mexicana he coordinated air, sea, land, and customs services, and defined KPIs, procedures, and budgets.

After managing regional operations in Querétaro at Rutru Logistics, he decided to combine his experience into his own freight forwarding project , Link Cargo Logistics . With expertise in import and export for the automotive and steel industries, Manuel is committed to providing personalized, specialized, and financially sustainable logistics services .

His profile, which led to his inclusion in T21’s 21 Young Leaders (Class of 2026), stands out for its ability to navigate between strategy and execution. This dual perspective allows him to identify opportunities, streamline processes, and build commercially viable solutions. In an industry where every move depends on multiple variables, his strength lies in understanding the big picture.

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

El cargo Manuel Martínez, understanding the entire chain apareció primero en T21.

For years, logistics has progressed at a different pace than other industries. While entire sectors have incorporated digital tools to automate processes and make decisions with real-time information, many freight forwarders continue to rely on spreadsheets, emails, and WhatsApp conversations to manage operations that can involve dozens of variables.

Jesús Eugenio Aragón Lozano experienced this reality firsthand. His more than eight-year career in the logistics industry began in operations and progressed through various distribution and technology projects before leading him to a conclusion: the problem for many freight forwarding companies wasn’t necessarily a lack of technology, but rather the absence of sufficiently structured processes to leverage it .

That experience became the starting point for her next professional stage. In 2023, she co-founded Apunto, a SaaS platform developed to meet the specific needs of freight forwarders in Latin America. The goal is to offer visibility into operations and, particularly, their profitability, through a flexible and integrable tool that allows for the replacement of scattered controls with centralized information.

The project reflects a philosophy that Aragón has developed from its own experience: technology should be an efficiency multiplier , not simply a competitive differentiator. Therefore, before discussing digitalization, their approach focuses on streamlining operations. Currently, more than 70 B2B companies use Apunto’s solutions, while the team is working on a new generation of tools based on artificial intelligence.

But his commitment to transforming the industry isn’t limited to software development . Jesús has also sought to generate knowledge and support business owners in the sector through their professionalization process. Using the PACE methodology, embodied in the course “Reorganizing My Freight Forwarder,” he helps freight forwarding agency owners structure their processes, streamline their operations, and prepare their businesses before incorporating new technologies.

This vision also led him to create, alongside his content project, the podcast “Un Espresso Cargado” (A Loaded Espresso), a space where he talks with business owners and freight forwarding leaders about the challenges of operating, growing, and adapting in a complex industry. In parallel, he has built a community of over 15,000 followers on LinkedIn, turning his experience into a channel for dissemination and conversation within the sector.

His entrepreneurial career also includes co-founding GoFlit and Buocargo, experiences that allowed him to learn firsthand both the opportunities and the challenges of starting a logistics business. Far from hiding the lessons learned from these projects, he recognizes them as a fundamental part of his professional development: each experience allowed him to better understand the relationship between operations, technology, customers, and growth .

Trained as an Administrative Informatics Engineer and with a Master’s degree in Quality and Productivity from the Monterrey Institute of Technology, Aragón operates at a rare intersection: he understands logistics operations, technology, and has developed a business perspective on scalability.

Today, their next venture is the development of an AI-Native Suite for the new generation of freight forwarders in Latin America. More than just digitizing existing processes, the intention is to rethink how these companies manage information, make decisions, and control their profitability.

At 34, Jesús Eugenio Aragón Lozano represents a generation of entrepreneurs who didn’t come to logistics from a technological background, but rather came to technology after experiencing logistics firsthand. This has led him to be part of the T21 2026 Young Leaders . This difference is precisely the basis of his proposal: to identify problems from an operational perspective, understand their causes, and transform them into solutions capable of changing the way commerce moves and is managed in the region.

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

El cargo Jesús Aragón, from surgery to digital transformation apareció primero en T21.

Jorge Andrés Rivas Contreras’s story in the sector began in August 2013, within a company dedicated to the import of household goods. There he took his first steps in areas such as pricing , traffic and imports, a stage that proved fundamental in building a comprehensive perspective of the logistics chain .

“It was an experience that allowed me to understand the operation from its foundations,” he noted. Beyond the processes and the coordination of shipments, he discovered that logistics is an activity closely linked to a company’s business strategy.

That vision accompanied him when he joined TIBA, a firm specializing in international logistics solutions, where he has spent much of his professional career. He started as an Operations Executive and, over the years, assumed responsibilities in the management of air, sea, and land operations, accumulating experience in various aspects of freight forwarding .

He currently serves as Verticals Manager at TIBA Mexico , a position from which he leads the specialization strategy for sectors such as health care, project cargo, bulk liquids, hospitality and solar, industries that demand logistics solutions with high levels of technical, regulatory and operational knowledge. 

Their work is not limited to business development. It also involves strengthening the technical capabilities of the teams , designing proposals tailored to the specific needs of each industry, and fostering collaboration between operational, commercial, and business development areas. 

“Specialization is one of the key differentiators in modern logistics,” said Jorge Andrés Rivas, one of T21’s 21 Young Leaders . In a context where supply chains face increasingly complex challenges, he believes that customers are no longer simply looking for suppliers capable of moving goods from one point to another. 

Their vision for the future of  freight forwarding  is clearly defined: the growth of the sector will increasingly depend on the ability of companies to develop specialized knowledge and translate it into solutions tailored to each market. 

With over a decade of experience in international logistics, he continues to champion an idea that has guided his career since his early years in the industry: logistics is not just about moving cargo, but about understanding customers’ businesses to become a strategic partner that drives their growth. 

Comment and follow us on LinkedIn:  @Evangelina del Toro  /  @GrupoT21

El cargo Jorge Andrés Rivas Contreras: Specialization as a path to boost freight forwarding apareció primero en T21.

For years, logistics has progressed at a different pace than other industries. While entire sectors have incorporated digital tools to automate processes and make decisions with real-time information, many freight forwarders continue to rely on spreadsheets, emails, and WhatsApp conversations to manage operations that can involve dozens of variables.

Jesús Eugenio Aragón Lozano experienced this reality firsthand. His more than eight-year career in the logistics industry began in operations and progressed through various distribution and technology projects before leading him to a conclusion: the problem for many freight forwarding companies wasn’t necessarily a lack of technology, but rather the absence of sufficiently structured processes to leverage it .

That experience became the starting point for her next professional stage. In 2023, she co-founded Apunto, a SaaS platform developed to meet the specific needs of freight forwarders in Latin America. The goal is to offer visibility into operations and, particularly, their profitability, through a flexible and integrable tool that allows for the replacement of scattered controls with centralized information.

The project reflects a philosophy that Aragón has developed from its own experience: technology should be an efficiency multiplier , not simply a competitive differentiator. Therefore, before discussing digitalization, their approach focuses on streamlining operations. Currently, more than 70 B2B companies use Apunto’s solutions, while the team is working on a new generation of tools based on artificial intelligence.

But his commitment to transforming the industry isn’t limited to software development . Jesús has also sought to generate knowledge and support business owners in the sector through their professionalization process. Using the PACE methodology, embodied in the course “Reorganizing My Freight Forwarder,” he helps freight forwarding agency owners structure their processes, streamline their operations, and prepare their businesses before incorporating new technologies.

This vision also led him to create, alongside his content project, the podcast “Un Espresso Cargado” (A Loaded Espresso), a space where he talks with business owners and freight forwarding leaders about the challenges of operating, growing, and adapting in a complex industry. In parallel, he has built a community of over 15,000 followers on LinkedIn, turning his experience into a channel for dissemination and conversation within the sector.

His entrepreneurial career also includes co-founding GoFlit and Buocargo, experiences that allowed him to learn firsthand both the opportunities and the challenges of starting a logistics business. Far from hiding the lessons learned from these projects, he recognizes them as a fundamental part of his professional development: each experience allowed him to better understand the relationship between operations, technology, customers, and growth .

Trained as an Administrative Informatics Engineer and with a Master’s degree in Quality and Productivity from the Monterrey Institute of Technology, Aragón operates at a rare intersection: he understands logistics operations, technology, and has developed a business perspective on scalability.

Today, their next venture is the development of an AI-Native Suite for the new generation of freight forwarders in Latin America. More than just digitizing existing processes, the intention is to rethink how these companies manage information, make decisions, and control their profitability.

At 34, Jesús Eugenio Aragón Lozano represents a generation of entrepreneurs who didn’t come to logistics from a technological background, but rather came to technology after experiencing logistics firsthand. This has led him to be part of the T21 2026 Young Leaders . This difference is precisely the basis of his proposal: to identify problems from an operational perspective, understand their causes, and transform them into solutions capable of changing the way commerce moves and is managed in the region.

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

El cargo Jesús Aragón, from surgery to digital transformation apareció primero en T21.

Jorge Andrés Rivas Contreras’s story in the sector began in August 2013, within a company dedicated to the import of household goods. There he took his first steps in areas such as pricing , traffic and imports, a stage that proved fundamental in building a comprehensive perspective of the logistics chain .

“It was an experience that allowed me to understand the operation from its foundations,” he noted. Beyond the processes and the coordination of shipments, he discovered that logistics is an activity closely linked to a company’s business strategy.

That vision accompanied him when he joined TIBA, a firm specializing in international logistics solutions, where he has spent much of his professional career. He started as an Operations Executive and, over the years, assumed responsibilities in the management of air, sea, and land operations, accumulating experience in various aspects of freight forwarding .

He currently serves as Verticals Manager at TIBA Mexico , a position from which he leads the specialization strategy for sectors such as health care, project cargo, bulk liquids, hospitality and solar, industries that demand logistics solutions with high levels of technical, regulatory and operational knowledge. 

Their work is not limited to business development. It also involves strengthening the technical capabilities of the teams , designing proposals tailored to the specific needs of each industry, and fostering collaboration between operational, commercial, and business development areas. 

“Specialization is one of the key differentiators in modern logistics,” said Jorge Andrés Rivas, one of T21’s 21 Young Leaders . In a context where supply chains face increasingly complex challenges, he believes that customers are no longer simply looking for suppliers capable of moving goods from one point to another. 

Their vision for the future of  freight forwarding  is clearly defined: the growth of the sector will increasingly depend on the ability of companies to develop specialized knowledge and translate it into solutions tailored to each market. 

With over a decade of experience in international logistics, he continues to champion an idea that has guided his career since his early years in the industry: logistics is not just about moving cargo, but about understanding customers’ businesses to become a strategic partner that drives their growth. 

Comment and follow us on LinkedIn:  @Evangelina del Toro  /  @GrupoT21

El cargo Jorge Andrés Rivas Contreras: Specialization as a path to boost freight forwarding apareció primero en T21.

Moving cargo from Asia to Mexico in record time seems like an impossible mission. Even more so when it’s a critical operation whose delay could halt a production line and generate millions in losses.

That is precisely what VGL Logística y Soluciones Integrales achieved . The company coordinated five Boeing 747s to transport merchandise from Korea, through China, to Mexico via several flights and a complex distribution network, with the goal of preventing a client’s production line from shutting down.

“We work against the clock. When merchandise has to arrive within a specific timeframe, we explore every possible alternative to meet that deadline. That’s the level of responsiveness we offer,” explained Astrid Aubert, Mexico Marketing Director of VGL Logística y Soluciones Integrales.

The story encapsulates the type of operations the company has specialized in: those where time is a critical factor and where a mistake can cost millions of dollars.

VGL Logística y Soluciones Integrales is Vector Global Logistics’ operation in Mexico . The company is part of an international network specializing in freight forwarding services and comprehensive logistics solutions, with a presence in various strategic markets around the world.

Although VGL operates maritime, land, and air services , its main strength lies in expedited operations, especially for the automotive industry. But beyond simply moving goods, the company seeks to play a different role.

“We don’t see ourselves as a supplier. We are an extension of our clients’ business. When they have a problem, we are involved in the problem,” Aubert said.

This philosophy involves understanding in depth the operation, culture and specific needs of each company, as well as assigning dedicated teams that work practically as part of the client’s structure.

“You can’t give the same equipment to an automotive company as you would to a food company. Each industry has different needs, and to be an extension of our clients, we must understand them from the ground up,” he added.

Prevention over reaction

In an environment marked by geopolitical conflicts, regulatory changes, tariffs and route closures, the ability to anticipate has become one of the main assets for logistics companies.

Therefore, VGL asserted that one of its main differences is its preventative approach .

“We always have scenarios A, B, C, and D. We’re not reactive, we’re proactive. Before a problem occurs, we’re already thinking about what to do if an airport closes, if documentation is missing, or if the cargo doesn’t arrive complete,” he commented.

The company also prioritizes transparent communication with customers.

“If something goes wrong, we’re the first to say so. We never hide information and we always take responsibility. That builds trust with our clients,” he stated.

For Aubert, the role of the freight forwarder has changed radically.

Previously, he explained, many companies simply managed reservations and coordinated shipments. Today, supply chains require a partner capable of understanding the global context and anticipating risks .

“Tariffs are constantly changing, there are international conflicts, route closures, and new regulations. Our job is to keep customers informed and help them make decisions. It’s no longer just about making bookings ,” he explained.

Regarding technology, although digitization and monitoring tools are part of daily operations, he considered that the human factor remains indispensable.

“Technology helps us, but we also need to know who’s on the other side of the world. We need to be able to call and ask for a photo of the shipment or personally verify what’s happening. Connections and experience remain essential,” he explained.

Currently, VGL primarily serves the automotive, steel, food, industrial materials, and aerospace industries . It is also part of a global network with a presence in the United States, Chile, Peru, Ukraine, and Asia.

The company is also certified as a B Corp, a distinction that recognizes organizations committed to social, environmental and governance criteria.

For Aubert, that philosophy begins from within.

“We want people to have a good quality of life. We are a very humane, multicultural, and diverse company. We have women, mothers, people from different countries, and we strive to ensure that work doesn’t take precedence over personal life,” she affirmed.

With its sights set on expanding its presence into new industries, VGL is committed to continued growth based on one premise: when operations are critical, logistics ceases to be a service and becomes an extension of the business.

“If a client has a problem, we have it too. That’s how we work,” he emphasized.

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

El cargo VGL Logistics and Solutions: the key to handling critical cargo 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.

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

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

Grupo Aeroméxico was crowned the Mexican airline that transported the most cargo internationally during the first 10 months of the year , finishing the cycle with 88,131 tons, 3.5% more than the same period in 2024

According to the latest statistics from the Federal Civil Aviation Agency (AFAC) , mas handled  64,205.85 tons in 2025 compared to 44,760 tons last year, that is, 43.5% more year-on-year.

Meanwhile, Avianca Cargo Mexico transported 19,895.85 tons from January to October of this year compared to 13,130 tons in the same period of 2024.

Viva (Viva Aerobus) also showed growth , with a 32.1% increase, handling 1,224.73 tons compared to the 927 tons year-over-year.  Estafeta and Volaris reported decreases of 4.8% and 25.5%, respectively.

In terms of international market share , Grupo Aeroméxico again obtained the first position with 49.7%; followed by Mas with 36.2%, and Avianca Cargo México with 11.2 percent.

AFAC indicated that from January to October 2025, Mexican airlines transported 177,228 tons, 19.6% more than in the same period of 2024 , when they moved 148,151 tons

Comment and follow us on X:  @evandeltoro  /  @GrupoT21

El cargo Grupo Aeroméxico leads international cargo in the first 10 months of the year apareció primero en T21.