When work decreases, investment decisions also become tighter; for owner-operators and small businesses , adding another unit to the fleet means allocating resources that need to be returned to the operation in the form of kilometers and income, so a lower level of activity also ends up curbing the purchase of vehicles.

This reality now affects both the new and used truck markets. Arturo Gómez, director of SARMW —a firm specializing in leasing, sales, and maintenance services for the transportation industry—explained that the decrease in activity among some of its clients has restricted purchases, particularly among owner-operators and small businesses, the company’s main target segments.

The segment in question has a significant weight within the sector. As of June 2026, micro-enterprises with between one and five units represented 79.8% of federal freight transport companies , totaling 182,347 companies and 341,155 vehicles, according to data from the General Directorate of Federal Motor Transport (DGAF) of the Ministry of Infrastructure, Communications and Transportation (SICT) .

According to Gómez, part of the pressure this market faces is related to the dynamics of these carriers themselves, whose business may depend on supplemental work from larger companies. When that volume decreases, the possibility of adding another vehicle is also restricted.

He commented that they are looking to join the operation without the buyer having to allocate additional resources immediately.

Logic becomes relevant in a segment particularly sensitive to working capital. Arturo Gómez explained that most of these units are acquired through financing , so buying a vehicle that then remains out of service due to a breakdown can become an additional burden for the carrier.

“If you deliver a unit of very good quality, in very good condition, even though it is a second-hand unit, you guarantee that it will not lose capital and will start generating profits. So, that’s what we’re betting on,” he said.

Although cost remains a determining factor when buying a used car, for Gómez the decision now involves more elements: quality, support, warranty, financing and, particularly, that the chosen vehicle corresponds to the operation that will be carried out.

“Price is important, but if you offer a quality product, provide financial support, and can also advise the customer on choosing the right unit for their application, you definitely have a winning offer,” he stated.

Purchasing behavior also has its own timeline. Among owner-operators and small businesses served by SARMW, acquiring a second unit can take more than six months , while the carrier raises the necessary capital again.

This is where after-sales support becomes crucial for the company. Gómez stated that most of their customers return and explained that during this period they strive to maintain support so that, when the buyer has the capacity to purchase another vehicle, they will return to the company.

But behind the second-hand market there is also another need: to replace vehicles that have been in operation for years when buying a new one remains out of reach for some transporters.

“It’s very difficult for a truck driver to acquire new equipment,” he acknowledged. Given this reality, SARMW aims to offer newer model year and refurbished units, as well as financing options that allow carriers to leverage their existing equipment and reduce the initial outlay.

The company’s offering primarily consists of tractor-trailer trucks from 2007 to 2019 or 2020 models , as well as dump trucks, short- and long-haul vehicles, and various sleeper configurations. It has also begun releasing trailers from its rental pool to complement its powertrain and trailer inventory.

SARMW has approximately 100 trucks in its inventory for sale , of which 25 to 30 have already been refurbished to the company’s standards . These units come primarily from the group’s own operations, in addition to acquired equipment that is subsequently refurbished before being returned to the market.

This year, the expectation is to move between 70 and 80 trucks , compared to an ideal scenario of between 120 and 150 units annually, Gómez commented.

The company is also looking to expand its reach beyond the northeast of the country, where a large portion of its customers are currently concentrated. Gómez noted that they operate a sales point in the Mexico City metropolitan area, have locations in Querétaro, recently opened a location in Chihuahua, and are looking to expand into the southeast of the country.

SARMW Truck Fest 2026, from pre-owned to business

Part of that commercial strategy took shape on August 13 during the SARMW Truck Fest 2026 , held in Allende, Nuevo León, a meeting designed to bring together in one space customers, suppliers and allies around the purchase of units and the solutions that accompany their operation.

Prior to the meeting, SARMW expected the attendance of more than 250 registered clients and planned to turn the activity into a transactional event, that is, that attendees would not only learn about the vehicles, but could also complete transactions during the day.

The offerings weren’t limited to trucks. Suppliers and partners participated with solutions, spare parts, and benefits for carriers, in addition to activities and raffles throughout the event. The Truck Fest itself featured pre-owned tractor-trailers, transportation equipment, promotions, consulting, and financing options.

SARMW also brought together its commercial, technical and operations teams, as well as financial support, during the event, with the intention that a customer could find a unit, review credit alternatives and move forward with the transaction all in one place.

And some units ended the day changing hands. Among the transactions carried out during Truck Fest were the delivery of units to  carriers from the region, as well as from Durango, Veracruz, the Bajío, central, and southeastern Mexico .

Thus, in a year where the market demands careful consideration of every investment decision, SARMW is betting that the used truck is not just the truck that someone else stopped using, but an asset that can return to the road, start producing, and become a renewal alternative for those who still find the possibility of owning a brand-new unit far off.

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

El cargo SARMW steps on the gas in a used car market with lower demand apareció primero en T21.

Luis Adrián Alemán Torrescano has built a career that combines the discipline of the automotive industry with a strategic vision for freight transportation . As Project Manager at Autotransportes ATSA , he has focused on strengthening the company’s market position and consolidating operations aligned with the demands of national and international supply chains.

Her career has been closely linked to ATSA, a company she has been involved with since its founding and where she has worked full-time for over four years. During this time, she has contributed to the professionalization of the organization through business and organizational development , as well as participating in defining its competitive strategy to respond to an increasingly dynamic market.

It has driven the implementation and strengthening of the Quality Management System, as well as the acquisition and maintenance of certifications that represent competitive advantages, including ISO 9001, CTPAT, CRM, and EcoVadis. These processes have allowed for the consolidation of operational standards focused on continuous improvement, safety, and sustainability.

For Luis Adrián Alemán, leadership also means building teams committed to the company’s objectives. He currently leads a group of collaborators with whom he faces the daily challenges of logistics and transportation, always keeping customer satisfaction at the forefront. “Offering excellent service and promoting the company’s growth are my daily motivations,” he summarized.

Before joining ATSA, he gained part of his professional experience at BMW Group Mexico, where he worked for approximately four years. During that time, he coordinated the geometry problem-solving system, led preventive and corrective maintenance strategies, and participated in quality monitoring within the painted body department, in addition to conducting and reporting product audits.

That experience in the automotive industry strengthened his vision on the importance of processes, continuous improvement and quality control, knowledge that he later transferred to the trucking sector to promote more efficient and competitive operations.

His academic background reflects the same commitment with which he performs professionally . He is a Mechanical and Administrative Engineer from the Autonomous University of San Luis Potosí, an institution from which he graduated with academic excellence and where he received the Ceneval Excellence Award in 2019, a recognition given to students with the best results nationwide.

Convinced that learning is a lifelong process, he completed the Executive MBA at IPADE Business School between 2024 and 2026, a program that strengthened his skills in strategy, leadership, and business management. He also complemented his education with studies at the Grupo CEDVA Educational Center and various certifications focused on quality management and executive decision-making.

Between September 2016 and February 2017, he participated in an academic exchange at TH Köln (University of Applied Sciences) in Germany, where he studied subjects related to Quality Management, Business Logistics and Business Simulation, an experience that broadened his perspective on best practices applied to the industry.

With a background that integrates experience in the automotive sector, quality management, logistics and transportation, Luis Adrián Alemán Torrescano represents a new generation of leaders who understand that competitiveness depends not only on the movement of goods, but on the ability to build solid organizations , reliable processes and teams prepared to respond to the challenges of a constantly evolving supply chain, which has led him to be part of the T21 2026 Young Leaders .

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

El cargo Luis Adrián Alemán Torrescano, strategic vision to strengthen logistics apareció primero en T21.

Having more eyes on the roads can help, but for carriers the challenge begins after detecting a vehicle or receiving an alert: how quickly can the authorities react and what happens to the information gathered .

Under this premise, the sector welcomes the C4 Highway Command Center , which will begin operations on September 1st . Announced by the federal government to strengthen the fight against cargo theft, this system includes the installation of more than three thousand cameras and 120 smart checkpoints on federal highways , among other measures.

Technology and optimistic announcements, however, do not dispel the sector’s doubts on their own. Carriers consulted by T21 acknowledge that the strategy can contribute to improved safety, but they highlight three key elements: responsiveness, coordination between authorities, and coverage .

According to Gerardo Aguilar, Security Manager of Grupo Express del Norte , the new scheme will first need to be given a chance and we will have to see how it works once it is operational.

“I believe that, like everything else, we have to give it a chance, to see what kind of actions will be implemented and to cooperate as transporters,” Aguilar explained.

He also believes the choice of the initial corridors is appropriate, as he asserted that they are among the routes most affected by insecurity. He cautioned that the next challenge will be anticipating a possible shift in crime patterns as surveillance increases.

“The challenge here will be to see how people react when all the arches and cameras begin to be installed, to see where the criminal gangs are going to move, so they must be prepared to know where they are going to move,” he said.

Seeing is not enough, we must react

This raises one of the main questions in the sector: not only detecting a theft, but also having the ability to act when it is happening .

According to Martín González Márquez, commercial manager of  Transport Martin , installing more surveillance infrastructure loses effectiveness if the existing tools are not accompanied by a timely response.

“There are already many cameras installed, and they’ve never helped us. We give them truck locations, we give them everything, and it turns out a truck can go faster than a patrol car. So I don’t know why install more cameras if the ones we have aren’t being used properly,” he said.

González acknowledged that technological advancements in security systems are positive, but he believes the problem requires actions that go beyond devices.

In addition, he stated that they have noticed a reduction in robberies, although the problem persists.

Based on his experience on the road, he identified the following priority areas: Mexico-Puebla, Mexico-Queretaro, Mexico-Leon, Guadalajara-Leon and Guadalajara-Mexico through the Morelia area .

Coordination is another element that business leaders consider essential. Carlos Pérez Zavaleta, CEO of Transportes GLI-ZIM , described the announcement as positive, but maintained that greater participation from all three levels of government will be necessary to make it work.

He pointed particularly to the need to strengthen the connection between the National Guard, the Public Security Secretariat and the C4 centers of the different municipalities .

And when it comes to defining where to reinforce surveillance, his experience leads him to other points on the map: Cumbres de Maltrata, Huamantla, Cantona, and the Arco Norte . These are areas where, he believes, greater security and coordination between the Navy, the National Guard, and the Ministry of National Defense are needed.

The information must also be protected

But while the C4 Carretero system seeks to expand its surveillance of the roads, another concern arises among transport operators: what will happen to all the information that the system collects ?

A transport businessman who spoke to T21 on condition of anonymity warned about the risk that this data and images could be compromised or misused.

“The strategy seems appropriate, the risk we have is knowing whether the information concentrated there will not be compromised and whether that data and images will be misused, and whether we will have more risk than benefits.”

He pointed out the need for the cameras and arches not to remain solely in the announced corridors.

“The important thing is that we can continue to expand the coverage of cameras and arches beyond the announced corridors. It’s good that the highest-risk areas are being addressed, but the goal should be to cover the entire country with the aim of dismantling criminal gangs,” commented the transport businessman.

The C4 Road system will thus undergo its first test when it begins operating in September. For haulers, the number of cameras or gantry scanners will only be part of the equation ; the other part will be what happens after one of them detects a problem on the road.

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

El cargo C4 Road Transport: Carriers ask that technology be accompanied by reaction and coordination apareció primero en T21.

The trip may be scheduled, the cargo waiting, and the customer awaiting delivery. But if something goes wrong, the truck doesn’t move. A brake failure or a malfunction in the satellite monitoring system is enough to halt the operation, even if it means waiting for days. In hydrocarbon transport , arriving on time matters, but arriving safely is even more important .

“When they tell me about the brakes and the satellite system, I tell them, ‘No, it’s malfunctioning.’ The vehicle won’t go out. It won’t go out, even if it takes us a week,” stated Julio Pérez Sixtos, general director of Transportes Sixtos , in an interview with T21.

Behind that decision lies an activity that has transformed over the years. Sixtos recounts the time when the trucks arrived at the Petróleos Mexicanos (Pemex) facilities and the product entered the tank from the top, through what were called “garzas” (herons). With modernization, that method of loading changed, and the filling process moved to the bottom.

What might have seemed like just a change in the process also ended up affecting the equipment. The carriers had to modify valves, incorporate electronic lines controlled from the cab, and make adjustments to control air and vapor leaks.

And each transformation came with investment . When simple configurations gave way to full-featured ones, he explained, the impact was again felt in costs.

“Now the expense was double. It was quite an issue, but it was what we had to do and we pulled it off,” he said.

For Pérez Sixtos, that’s one of the key differences in moving these types of products. It’s not just about transporting cargo from one point to another, but about doing so under conditions that reduce risks for those involved in the operation and for those who share the road.

“We are a specialized, highly specialized job that deserves to have all the safety standards for the good of the community, for those of us who travel on the road,” he stated.

The cost is no longer just in the equipment.

But the requirements for transporting hydrocarbons are no longer focused solely on the vehicles. For Julio Pérez Sixtos, one of the current challenges lies in the number of regulatory changes and administrative burdens that companies must incorporate while maintaining operations.

“The entire sector has had many ups and downs and has undergone many reforms, many regulations, and, in truth, many administrative burdens,” he stressed.

The businessman described the moment as a “wave of many things at once ,” which forces companies to stay up-to-date and allocate resources not only to equipment, but also to training their staff and, when necessary, to external advice.

“We train our staff, or we pay for consulting if we don’t understand something, to be prepared to see how the regulations from the government, the Tax Administration Service , and the National Energy Commission are coming ,” he explained.

For Pérez Sixtos, remaining competitive in this market requires constant adaptation. In addition to the investments made over the years to keep pace with technical and security changes, they now need the time, knowledge, and resources to respond to new regulations.

The challenge lies in doing so without neglecting an operation that, due to the nature of the products transported, does not allow for shortcuts in terms of safety.

Staying in a different market

This adaptation is also taking place in a market that no longer offers the same conditions as years ago. Pérez Sixtos recalls a time when the products they transported were in considerably higher demand. Today, he says, the work continues, but the available volume represents less than half of what they saw back then .

He explained that a truck can remain in operation for four or five years before it is necessary to think about replacing it, since allowing the fleet to age can make it much more expensive to later recover the rate of renewal.

The strategy is to maintain equipment that is one or two years old and continue improving the trailers as well. The goal, he said, is to be able to offer service anywhere in the country with the certainty that the unit will be in good enough condition to complete the route.

The operator, another challenge of specialization

But having the right equipment only solves part of the equation. Finding the right person to operate it has become another challenge . Pérez Sixtos acknowledged that the shortage of drivers already poses a problem for the trucking industry, although in his case the challenge lies particularly in finding suitable candidates for a specialized operation.

The problem extends beyond a single company. According to the International Road Transport Union (IRU) , Mexico has a driver vacancy rate of 14% , the second highest among the markets analyzed, second only to Uzbekistan, with 15%.

According to the expert, part of the current shortage has deeper roots. For years, he recalled, many drivers trained as assistants, working alongside experienced drivers until they acquired the necessary skills to drive. This training system began to disappear due to changes in economic and safety conditions , but also because the companies themselves stopped allowing assistants in their vehicles.

The response has begun to shift towards operator schools and training centers driven by the sector itself, an alternative in which Pérez Sixtos identified successful cases and which, he considered, can contribute to training new operators.

The challenge, however, doesn’t end with simply adding more people behind the wheel. In an activity like hydrocarbon transportation, training operators capable of meeting technical and safety requirements is also part of the specialization .

After years of changes in equipment, processes, and operating methods, the challenge remains the same: ensuring that every trip departs under the necessary conditions to reach its destination. Because in this sector, specialization lies not only in the vehicle that moves the cargo, but also in the hands responsible for transporting it by road .

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

El cargo Hydrocarbon transport: adapting to stay on route apareció primero en T21.

 The freight trucking industry in Mexico faces a shortage of more than 90,000 drivers , according to estimates from the National Chamber of Freight Transportation (Canacar) . This challenge is compounded by increasingly volatile demand for services, which has led companies in the sector to strengthen their strategies to maintain their competitiveness.

In that context, Grupo GAL (a member of the Top 100 in Transportation® ) believes that talent training and the diversification of its services have been key to consolidating its growth during its first 30 years of operation.

Eduardo Quijano, deputy general manager of Grupo GAL, explained that the main challenge for the sector continues to be the human factor , which is why the company has reinforced its investment in its training center through simulators, school trucks, dormitories and training programs to incorporate new operators.

The executive added that, in addition to the talent shortage, the industry faces a market with a more irregular demand for transportation services, forcing companies to be more efficient and flexible to respond to the needs of their customers.

In that context, Quijano highlighted that one of Grupo GAL’s main achievements has been expanding its value proposition beyond transportation. Since 2007, the company has incorporated a distribution center with the capacity to store eight thousand tons of perishable goods , which is currently undergoing a 20 percent expansion.

This evolution allowed the development of a Logistics as a Service (LAS) model , with which the company offers solutions that integrate transport, storage and distribution, according to the needs of each client.

“The great achievement of the business has been finding a service network that adapts to the diverse needs of customers,” he commented.

When defining Grupo GAL in one word, Quijano chose “resilience ,” asserting that the company has overcome various economic cycles thanks to financial discipline, the constant renewal of its fleet, and a philosophy of continuous improvement.

Currently, Grupo GAL operates a fleet of 400 vehicles , supported by a strategy focused on asset renewal and continuous improvement. For Quijano, maintaining a modern fleet is essential to guarantee service quality, meet customer needs, and strengthen the company’s competitiveness in an increasingly demanding environment.

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

El cargo Training and diversification, key to facing the challenges of the trucking industry: Grupo GAL apareció primero en T21.

Operations at Mexico’s main ports began to show signs of recovery just as international trade prepares for the peak season. After four consecutive months of decline, the Average Trucking Time Indicator (ITPAP) , compiled by T21 Business Intelligence , registered a further decrease in June in the time that import trucks spend within port facilities to complete the cargo reception and dispatch cycle.

The average commute time decreased from 7 hours, 1 minute, and 7 seconds in May to 6 hours, 33 minutes, and 43 seconds in June . This reduction of 27 minutes and 24 seconds, equivalent to 6.5%, made June the best month of the first half of the year.

The indicator’s trajectory shows two clearly distinct phases. Between January and April, the average commute time increased by 4 hours, 18 minutes, and 13 seconds, equivalent to 48.9%, reaching its peak in April at 13 hours, 5 minutes, and 46 seconds. May marked the turning point, with a drop of 6 hours, 4 minutes, and 39 seconds compared to the previous month, and June continued the recovery.

Evolution of ITPAP in 2026

The improvement in June was distributed across the three components of the ITPAP: customs, handling, and waiting . The average time spent on customs processes decreased from 3 hours, 26 minutes, and 9 seconds in May to 3 hours, 13 minutes, and 12 seconds in June, a reduction of 12 minutes and 57 seconds.

Maneuvering time decreased from 1 hour, 33 minutes, and 52 seconds to 1 hour, 25 minutes, and 53 seconds, while waiting time decreased from 2 hours, 1 minute, and 5 seconds to 1 hour, 54 minutes, and 38 seconds. Although all three stages improved, customs remained the longest component of the port cycle.

May-June comparison

The simultaneous decrease in all three components offers a positive signal for the logistics chain ahead of the peak season , a period that traditionally sees increased pressure on terminals, customs, yards, and trucking services. However, the performance in the coming months will determine whether this recovery is sustainable as demand grows.

During June, 4,048 GPS movements were analyzed at the ports of Manzanillo, Lázaro Cárdenas, Altamira, and Veracruz, the only ports considered by ITPAP due to their importance within the National Port System. The number of movements corresponds exclusively to the monitored sample and does not represent the total number of operations at the four ports.

Lázaro Cárdenas reduces the time by more than an hour, but retains the most time.

Lázaro Cárdenas maintained the longest average stay among the ports evaluated in June, although it also registered one of the most significant improvements of the month. The average stay decreased from 9 hours, 31 minutes, and 19 seconds in May to 8 hours, 28 minutes, and 25 seconds in June.

The reduction was 1 hour, 2 minutes, and 54 seconds, equivalent to 11.0%, the second largest absolute decrease among the four venues. The result shows a significant recovery, but still leaves the Michoacán port almost two hours above the ITPAP average.

Lázaro Cárdenas: May-June comparison

The improvement was seen in all three components. Customs processing time was reduced by 29 minutes and 28 seconds , maneuvering time decreased by 15 minutes and 52 seconds, and waiting time was reduced by 17 minutes and 34 seconds.

The greatest savings were concentrated in customs, but this process continued to absorb nearly half of the port’s total processing time. In June, it reached 4 hours, 9 minutes, and 42 seconds , a period longer than the total processing time recorded by some ports at other times in the series.

The maneuvers also remained longer than those observed at the other facilities, while the wait exceeded two hours. Therefore, although the monthly reduction represents progress, Lázaro Cárdenas still has the greatest potential to expedite the land transport of goods.

Veracruz leads the monthly recovery

Veracruz registered the largest absolute and percentage reduction in June. Its average travel time decreased from 7 hours, 22 minutes, and 2 seconds in May to 6 hours, 15 minutes, and 26 seconds, a reduction of 1 hour, 6 minutes, and 36 seconds, equivalent to 15.1 percent.

The result placed the port below the June ITPAP average and reduced the gap with Altamira and Manzanillo , the two venues with the shortest times within the ITPAP.

Veracruz: May-June comparison

The improvement was widespread. Customs processing time decreased by 29 minutes and 45 seconds, maneuvering time decreased by 13 minutes and 12 seconds, and waiting time decreased by 23 minutes and 40 seconds.

In percentage terms, the largest reduction was in waiting times, with a drop of approximately 18.5%. Customs and handling decreased by about 13.9% and 13.2%, respectively.

Veracruz’s performance shows that the recovery did not depend solely on one stage of the process. The combined reduction of all three components allowed for a reduction of more than an hour in the total time and improved its ranking compared to the other ports analyzed.

Manzanillo and Altamira consolidate operational stability

While Lázaro Cárdenas and Veracruz led the port system’s recovery in June, registering the most significant reductions in their turnaround times, Manzanillo and Altamira remained virtually unchanged. Both ports maintained the lowest average turnaround times in the ITPAP (Port Turnaround Time Index), a sign that their operational performance held steady even after the upturn recorded in May.

The difference between the two groups of ports is significant. While the ports that had accumulated the most pressure during the first four months of the year began to recover efficiency, Manzanillo and Altamira confirmed that they operate on a more stable basis, with relatively small monthly variations and turnaround times below the national average.

Manzanillo maintains one of the best performances in the system

Manzanillo recorded an average travel time of 5 hours, 34 minutes, and 16 seconds in June , compared to 5 hours, 19 minutes, and 10 seconds in May. The increase was 15 minutes and 6 seconds, equivalent to 4.7 percent.

Although it was the only port that showed a monthly increase, it continued to rank among the facilities with the shortest stay of the monitored units and remained almost an hour below the national average.

Manzanillo: May-June comparison

Manzanillo’s monthly increase was primarily due to changes in customs processing times and wait times. Customs processing times rose from 2 hours, 36 minutes, and 49 seconds in May to 2 hours, 43 minutes, and 36 seconds in June, while wait times increased from 1 hour, 31 minutes, and 8 seconds to 1 hour, 37 minutes, and 43 seconds. Maneuvering times showed a smaller variation of just 1 minute and 43 seconds. Even with this adjustment, the port maintained one of the lowest average processing times in the ITPAP (Port of Ports Administration Report) and remained almost an hour below the average.

Altamira reaffirms its operational leadership

Altamira once again had the lowest average ITPAP transit time of any port . In June, it recorded 5 hours, 19 minutes, and 46 seconds, just 1 minute and 24 seconds more than in May, when it reported 5 hours, 18 minutes, and 22 seconds.

The variation was only 0.4%, the lowest among the four ports evaluated, confirming a highly consistent operational behavior.

Altamira: May-June comparison

Although the overall average processing time at Altamira increased by only 1 minute and 24 seconds between May and June, the behavior of its components shows a different dynamic. Customs processing remained virtually unchanged, with a reduction of only 10 seconds, while maneuvering times decreased by 5 minutes and 2 seconds. However, this improvement was offset by an increase of 6 minutes and 36 seconds in waiting times, leaving the port’s overall performance virtually unchanged.

This behavior confirms the operational stability of Altamira, which remained the venue with the lowest average ITPAP time during June.

Two dynamics explain the system’s recovery

The behavior in June shows that the improvement in the indicator did not follow a homogeneous trend.

On the one hand, Lázaro Cárdenas and Veracruz led the recovery by significantly reducing their stay times, correcting some of the deterioration accumulated during the first four months of the year.

On the other hand, Manzanillo and Altamira maintained stable performance, with times that continued to be the lowest in the system. This combination explains the decrease in the ITPAP average and reflects a more balanced operating scenario as the peak international trade season approaches.

However, when the indicator is broken down, a common pattern persists in the four ports: customs continues to be the process that accounts for the majority of the time spent by import units.

Where is attention span concentrated? (June 2026)

In all four ports, customs processing accounts for nearly half of the total time trucks spend within the port area. This share ranges from 48.9% to 49.5%, a minimal difference that confirms customs remains the primary driver of operational productivity, regardless of the port analyzed.

Overall, the June results indicate that the Mexican port system is entering the peak season in better shape . After registering its worst performance of the year in April, the ITPAP has now seen two consecutive months of recovery, demonstrating simultaneous improvements in customs processes, handling, and waiting times.

The challenge for the second half of the year will no longer be simply maintaining the downward trend observed in May and June, but demonstrating that the port system can absorb the seasonal increase in cargo without returning to the congestion levels recorded during the first four months. The peak season will test whether the recovery observed by ITPAP represents a structural change in operations or merely a temporary improvement before the surge in demand.

During June 2026, the indicator was compiled using a sample of 4,048 movements. Therefore, the results reflect only the behavior of the monitored operations and not the total universe of port movements.

Delays also have a cost for trucking.

Although operational performance varies between ports and periods, the reality is that none of the country’s major port facilities are immune to episodes of saturation, congestion, or operational complexities that ultimately affect the flow of trucking. Beyond the amount of time a tractor-trailer spends inside the port, these conditions directly impact the productivity of trucking companies, increase their operating costs, and reduce the capacity available to serve the market.

An analysis prepared by T21 Business Intelligence , with information provided by trucking companies, shows that delays recorded at ports generate economic losses that transcend carriers and end up being reflected throughout the logistics chain.

In the case of Altamira, the companies consulted estimate that the delays could reduce the productivity of their units by up to 30% . Considering the average monthly revenue per tractor-trailer and a flow of approximately three thousand daily entries to the port, the economic impact of lost productivity could exceed nine billion pesos per month.

The problem is not unique to one port. Extrapolating the analysis to Manzanillo, Lázaro Cárdenas, Veracruz, and Altamira, the country’s four main commercial ports, reveals that more than 10,000 trucks enter daily , meaning that any increase in service times has a multiplier effect on equipment availability, driver utilization, and logistics costs.

In Manzanillo, for example, the transport companies consulted indicate that the delays force them, on average, to add 7.5 additional double-trailer trucks to maintain the same level of service. Beyond the additional investment in assets, this situation means that existing units stop generating revenue, which, in total, translates to more than two billion pesos in lost sales.

Data from the Top 100 Trucking® report , compiled by Grupo T21, supports this loss of productivity. While the average monthly mileage of the country’s leading companies reaches 13,125 kilometers per unit, and some even exceed 25,000 kilometers, there are companies whose operations are highly concentrated in ports and whose tractor-trailers barely travel between 5,000 and 8,000 kilometers per month, reflecting the time they remain idle waiting to complete their operational cycle.

Comment and follow us on LinkedIn: @GrupoT21

El cargo ITPAP confirms in June the operational recovery of Mexican ports ahead of the peak season apareció primero en T21.

While the Mexican heavy vehicle market registered a 45.5% growth in wholesale sales during June and an accumulated advance of 3.1% in the first half of 2026 (1H26), Scania Mexico assured that it will maintain its investment strategy in infrastructure and after-sales to support fleet renewal and prepare for the next growth cycle of the sector.

Although the economy kept the heavy vehicle market under pressure during the first half of 2026, and the sector expects to close the year with volumes similar to those of 2025, the company decided to maintain its expansion plan. Some indicators in the United States show signs of recovery that could eventually be reflected in Mexico, noted Jorge Navarro, Commercial Director of Trucks and Buses at Scania Mexico .

In that context, the executive stated that the company has not stopped its investments and continues to strengthen its service network to be prepared when the market regains greater dynamism.

“We continue to grow in branches, we continue to expand bays, and we continue to prepare for the future that is coming. This is a very cyclical industry,” he emphasized.

As part of that strategy, Scania is building a new branch in Mérida of approximately five thousand square meters and 10 service bays , which will replace the current facilities and allow a significant increase in service capacity in the region.

For his part, David Hernández, national manager of Corporate Accounts and Used Vehicles at Scania Mexico, indicated that the macroeconomic environment has made fleet renewal more relevant for transport companies.

In that context, he explained that the brand promotes trade-in schemes , through which it receives used units as part of the acquisition of new vehicles to facilitate the modernization of fleets.

Regarding after-sales service , Hernández added that the new facility in Mérida will triple the installed capacity of the current branch, which today serves an estimated fleet of between 300 and 400 trucks and buses on the peninsula.

The commitment to expanding its infrastructure is also supported by the brand’s continued performance in the Mexican market.

According to figures from the National Association of Bus, Truck, and Tractor-Trailer Manufacturers (ANPACT) , Scania sold 122 tractor-trailer trucks wholesale in June, representing an 8.1% market share in that segment. Furthermore, it maintains its leadership in the intercity bus market, with 316 units sold during the first half of the year, equivalent to a 50.1% market share.

With this, the Swedish brand seeks to strengthen its customer service capabilities and support its clients during the fleet renewal process, while preparing its service network to respond to a potential market recovery.

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

El cargo Scania Mexico maintains its expansion plan despite slower growth in the heavy goods sector apareció primero en T21.

Transportation and logistics companies formed the Cargo Infrastructure Task Force , whose objective will be to promote electrification through cargo infrastructure for medium and heavy vehicles in Mexico through a shared investment scheme that distributes costs and reduces the risk of each organization.

The project emerged from an initiative of the Global Sustainability Electromobility Playground and was co-convened by the National Association of Private Transport (ANTP) , its most strategic sector partner.

In this way, Grupo Bimbo , Mercado Libre , Coca-Cola FEMSA , Heineken México , OXXO , Alsea , VEMO , Siemens , OXXO Gas , Voltway , Deléctrico , Grupo Marva, International , Volvo , BYD Trucks , ADO Mobility , among other companies, will work on designing and implementing a shared investment model in charging infrastructure.

“The World Cup taught us a lesson: teams that play as a team win, not those that just put together good players. It’s the same with electromobility. No single company can solve the charging infrastructure problem on its own. Today, the private sector is choosing to join forces and collaborate. And there’s already a clear plan: to electrify the Mexico-Querétaro corridor,” said Alex Theissen, president of the ANTP Board of Directors.

The group will also identify strategic points for deploying charging infrastructure —both last mile and long-distance— and outline a first joint shared investment project, in addition to the availability of electricity at the points where the charging centers will be installed, a factor that determines where and when electrification is viable.

According to a survey conducted among participating companies, more than 320 cargo vehicles were identified that are seeking to be electrified by 2027 and nearly 1,400 by 2035 .

As of the first quarter of 2026, Mexico had only one electric vehicle charging station for every 49 electric vehicles (four thousand 802 stations for 235 thousand 501 units).

For heavy freight transport, the challenge transcends the total amount installed and focuses on strategically deploying infrastructure in logistics and highway corridors to guarantee uninterrupted intercity journeys, an indispensable factor to ensure territorial equity and avoid bottlenecks in the electrification of the sector.

Isabel Studer, president of Global Sustainability, stated that “the transition to clean energy will not happen by waiting for the government to solve everything. We need to change that mindset: the private sector needs to stop waiting and take a leading role.”

He emphasized that companies coordinating today can assume the role that the State assumed in other countries —reducing the pioneer’s risk and distributing the costs— and, “in doing so, gain competitiveness in global value chains , improve environmental quality and generate green jobs.”

The model draws on experiences in demand aggregation and business collaboration developed in markets such as the United States, Colombia, and Brazil.

The Electromobility Playground is structured around four partners — Global Sustainability, ANTP, CALSTART and The Climate Group — each with a complementary role.

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El cargo Transport and logistics companies are investing in electromobility apareció primero en T21.

Reducing accidents in the freight transport sector will no longer depend solely on reacting after an accident or theft. With this vision, the National Chamber of Freight Transport (Canacar) , Quálitas , and Grupo Innovazione signed a collaboration agreement to launch the National Safe Fleets Program , an initiative that focuses on prevention through data analysis, technology, and training.

According to Quálitas’ financial report for the first half of 2026 , the theft of insured vehicles decreased by 15.3% for the company, while it recovered 49.4% of the stolen units.

However, on Mexican highways, the trucking industry faces a reality that impacts drivers daily . Insecurity remains one of the sector’s main challenges. According to the survey “Impact of Insecurity on Freight Transportation in Mexico ,” conducted by T21 Business Intelligence , all surveyed companies were victims of at least one robbery during the first quarter of 2026 , while the perception of insecurity reached 8.65 out of 10. Half reported more than six robberies , and another 45% suffered between two and five incidents , evidence that crime has become a persistent factor impacting the daily operations of trucking companies.

Augusto Ramos, president of Canacar, explained that around 30% of cargo thefts are concentrated in the State of Mexico and another 15% in Puebla , so almost half of these crimes occur in a specific area of ​​the country, where this organization maintains permanent working groups with federal and state authorities to strengthen prevention strategies.

Given this situation, the strategy seeks to shift from the traditional claims handling model to one focused on prevention, with the goal of reducing accidents, thefts, operational losses, and disruptions to supply chains. To achieve this, it will leverage the experience of the insurance sector, operational knowledge of the trucking industry, and data intelligence tools.

During the signing of the agreement, Augusto Ramos pointed out that the alliance is part of Canacar’s strategy to strengthen the sector’s competitiveness through professionalization and better risk management.

“Reducing risks means fewer fatalities, lowering the number of deaths in accidents, and that is the main thing: protecting the lives of everyone who travels day and night on our country’s roads,” he stated.

He explained that the program will not only be aimed at operators , but also at monitoring personnel, human resources and operational areas of companies, with the purpose of strengthening prevention from the recruitment process and throughout the entire logistics operation.

One of the program’s distinguishing features will be its tailored support plans, offering services based on the size of each transportation company. It includes four levels of participation: micro, small, medium, and large enterprises, with tools adapted to the needs and maturity level of each organization in risk management.

José Antonio Correa Etchegaray, president of the Board of Directors of Quálitas, highlighted that this model will allow prevention capabilities to be brought even to micro-enterprises , which usually have fewer resources to implement this type of strategy.

“Everyone should benefit, particularly micro-enterprises. Through Canacar, we will surely be able to raise standards and build a better Mexico,” he emphasized.

As part of the agreement, Canacar will promote the program among its members; Quálitas will contribute its experience in insurance, actuarial analysis and risk management; while Grupo Innovazione will act as technical operator, developing diagnostic models, evaluation, data intelligence and indicator monitoring.

Fernando Yair Valero Garibay, general manager of Grupo Innovazione, explained that the objective will be to transform the available information into concrete actions that will reduce accident rates.

“The great challenge we have is to turn data into decisions and prevention into profitability for companies,” he pointed out.

The National Safe Fleet Program includes comprehensive diagnostics for companies, fleet risk rating models, actuarial segmentation, evaluation of logistics corridors, permanent training programs, performance indicators, data analytics, and results measurement.

He explained that the analysis will not be limited to thefts, but will incorporate historical information on rollovers, run-off-road accidents, and collisions so that companies can adjust their operating protocols before an incident occurs.

In this regard, the program will begin with a pilot phase among companies affiliated with Canacar. Subsequently, based on the results obtained, a national expansion strategy will be defined, which will include the creation of the National Fleet Risk Index and a recognition program for companies that adopt best practices in safety and risk management.

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El cargo Canacar, Quálitas and Innovazione promote initiative to reduce risks in freight transport apareció primero en T21.

The saturation of the port of Manzanillo and the expansion work on the highway towards Colima are putting pressure on freight transport, generating congestion, longer travel times and additional costs for companies that depend on Mexico’s main commercial port, according to Yax Tzel Nolasco Gómez, president of the Manzanillo Freight Transporters Union (UTCM) .

According to UTCM , the combination of both factors has complicated the daily operations of carriers and is beginning to affect the entire logistics chain , from operators to importers and exporters.

“Today the port is experiencing considerable saturation, which has caused the collapse of each and every road leading to and from the port, as well as its entrance,” Nolasco noted.

He explained that congestion at the entrances forces cargo units to wait longer to enter or leave the port area, which increases operating costs and reduces the efficiency of freight transport.

Adding to this situation are the ongoing road widening works on the Manzanillo-Colima highway . According to Nolasco Gómez, one section has been under construction for over three and a half years without completion, while another recently began; however, both continue to cause problems due to a lack of signage, traffic coordination, and a more efficient response to congestion, particularly in the section known as La Salada .

The leader warned that these factors ultimately affect the country’s logistical competitiveness , as it is the port with the highest volume of containerized cargo in Mexico.

“We must not forget that, of every 10 containers that transit through the country, four enter through Manzanillo,” he stated, noting that any delay in this corridor affects the supply of goods for various productive sectors.

The disruptions to freight transport are occurring within a context of sustained growth in port activity. According to the National Port System Administration (Asipona) Manzanillo , between January and June of this year, the port handled 15.5 million tons of commercial cargo , a 4.9% increase compared to the same period in 2015. If total cargo is considered, including the movement of petroleum products, the volume reached 16.3 million tons , 5.5% more than last year.

This increase represents greater demand for the land infrastructure connecting the port to the rest of the country . During the same period, TEU (20-foot equivalent unit) traffic reached 2.07 million , 9.9% higher than in the same period of 2025, while vessel arrivals grew by 8.7% . These indicators imply a greater flow of goods and, consequently, increased traffic of freight trucks accessing the port area.

Regarding the surveillance of the corridor, he clarified that the problem is not the absence of the National Guard , but rather that the operational capacity is insufficient to handle the flow of vehicles that travel daily on the federal highway.

“Yes, there is a National Guard presence; the problem is that it’s not enough. We need more patrols and more support in terms of patrols,” he commented. He added that around eight thousand vehicles travel along this corridor daily , so he considered it necessary to strengthen the presence of authorities to respond more quickly to incidents and reduce disruptions to freight transport.

The need to strengthen coordination between authorities and stakeholders in the port community was also reflected in a document released by UTCM, in which the Manzanillo Customs Directorate proposes actions to address the congestion at the port’s entrances. According to information shared by the organization, these requested measures would involve the National Port System Administration (Asipona) Manzanillo , whose director general also chairs the Manzanillo Port Community (Copoma) .

According to UTCM, until the pending infrastructure is completed and measures are implemented to expedite access to the port, freight transport will continue to face delays that impact logistics competitiveness and Mexican foreign trade.

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El cargo At the limit! Port congestion and road construction are putting pressure on freight transport in Manzanillo apareció primero en T21.