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.

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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.

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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.

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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.

The shortage and retention of drivers continues to be one of the main challenges for freight transport, a problem that not only affects Mexico, but is repeated in different markets, said Luis Legorreta, partner and general director of Transportes VIM , a company that recently joined Grupo MexAmerik (number 32 of the  Top 100 of Autotransport® ).

The challenge could intensify in the coming years. According to the International Road Transport Union (IRU) , Mexico faces a shortage of approximately 99,000 freight operators and anticipates that the shortage will continue to worsen due to the aging workforce and the difficulty in attracting new operators to the sector.

In that context, Legorreta pointed out that, in addition to the availability of personnel, companies face the challenge of remaining competitive by incorporating new technologies and renewing their fleets, since those that delay these investments run the risk of falling behind the rest of the industry.

The executive considered that having units equipped with the latest technology represents an advantage for companies , both for their operational efficiency and for the attractiveness they can generate among operators.

“Having these trucks with this type of new technology is a competitive advantage against many other companies that don’t have a fleet renewal plan, aren’t looking to innovate in technology, or are starting to fall behind,” he said.

In the case of VIM, he explained that the strategy to face this scenario is based on strengthening training and consolidating an organizational culture that promotes a sense of belonging among employees.

He added that this effort starts from the company’s management and seeks to involve the entire team as part of the same project.

It is worth remembering that with the integration of VIM, Grupo MexAmerik incorporated four divisions  focused on specialized cargo, refrigerated transport, containers and construction, expanding its service offering and the industries it can serve.

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El cargo Driver retention, one of the main challenges for trucking companies: VIM apareció primero en T21.

In an industry involving carriers, logistics operators, customs agents, port facilities and authorities, coordination between all links continues to be one of the main challenges to improve the efficiency of operations , according to Marcela Torres, deputy director of Crossmotion Trucking , a company specializing in comprehensive solutions in international transportation in its different modalities.

“One of the main challenges we face is collaboration, truly creating synergy,” he stated. In his view, it is necessary to move beyond working solely from individual interests and build a more integrated, reliable, and efficient operation for all participants.

The executive explained that greater coordination would allow for the optimization of processes and the provision of better solutions to customers , especially in a context where logistics requires increasingly agile responses.

With nearly 26 years of experience in the sector, Torres has participated in the development of international logistics solutions and is part of T21’s 100 Women in Transport and Logistics , an award that recognizes women for their contribution to the industry.

In that sense, the specialist pointed out that competitiveness does not depend solely on operational capacity , but also on how companies build relationships of trust.

He stated that integrity, transparency, and efficiency must be permanent principles in an industry where collaboration between different actors will be increasingly relevant to respond to market needs in a growing sector, such as logistics

According to the consulting firm  Business Research Insights , the freight transport and logistics market in Mexico is currently valued at 96.2 billion dollars (USD) and is expected to increase to approximately 148 billion USD in 2035, with a compound annual growth rate of 4.41% from 2026 to 2035.

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El cargo Collaboration, the challenge that logistics has yet to solve: Crossmotion Trucking apareció primero en T21.

The discussion about electromobility in Mexico usually focuses on reducing emissions, but for this transition to also strengthen the country’s competitiveness, it is necessary to solve structural challenges such as electricity generation, charging infrastructure, and the modernization of public transport.

According to David Bonilla, a researcher at the National Autonomous University of Mexico (UNAM) , the electrification of transportation cannot be analyzed in isolation, since its economic impact will depend on the country’s ability to develop the necessary infrastructure and public policies to accompany this transformation.

In an interview with T21, he explained that, in freight transport, the railway maintains a cost advantage per ton moved; however, the increase in the capacity of tractor-trailers, particularly double-trailer trucks, has reduced that difference and put pressure on the competitiveness of the rail mode.

“Trains can indeed have many benefits that go beyond costs, such as reducing the number of road accidents, decreasing local pollution and also carbon dioxide (CO2) emissions,” he noted.

Bonilla believes that Mexico is progressing slowly in the adoption of heavy electric vehicles compared to markets like China or Germany , where this type of technology is already beginning to be used in commercial operations.

He explained that one of the main challenges for electric tractor-trailers is the size and weight of the batteries, which limits their range and efficiency in high-capacity units. Therefore, he estimated that electrification will first advance in urban delivery and last-mile delivery vehicles, where range requirements are lower.

However, he warned that the biggest challenge is not solely technological.

“We do not have enough electricity generation in the country if there were a sudden increase in electricity demand,” he stated.

He added that the limited availability of strategic minerals such as lithium for battery manufacturing means that Mexico needs an industrial policy that identifies and addresses these bottlenecks before electrification reaches a larger scale.

Electromobility requires a comprehensive vision

In addition to freight transport, Bonilla considered that the discussion on electromobility should not be limited to replacing combustion vehicles with electric ones.

The specialist pointed out that one of the least discussed aspects is that electrification, by itself, will not solve problems such as urban congestion if it is not accompanied by greater investment in public transport.

“The transition to electromobility has that Achilles’ heel of not solving the space problem,” he argued.

In that regard, he stated that electromobility must be taken into account in a comprehensive way, such as the gradual replacement of public transport units that operate with diesel or gasoline with hybrid or electric buses, as well as the expansion of mass transport systems where there is sufficient demand, which would contribute to reducing emissions and improving mobility in cities.

Regarding the energy sources that should accompany the transition, Bonilla indicated that electrification does not imply relying exclusively on renewable energy. He explained that, due to their intermittent nature, technologies such as solar and wind power need to be complemented by other generation sources that guarantee the electricity supply .

He also highlighted the potential of distributed generation for homes and businesses to produce some of the electricity they consume and to power electric vehicles with their own energy . However, he considered it essential to develop regulatory and economic incentives to accelerate these schemes.

Finally, he warned that delaying the modernization of transport has costs that are not usually accounted for , such as higher health expenses resulting from pollution, greater dependence on fossil fuels, increased emissions, and economic losses associated with congestion.

“If you have an efficient public transportation system, journeys will be faster and you will be able to distribute your daily life time in a better way,” he stressed.

The Ministry of Infrastructure, Communications and Transportation (SICT) reported at the end of 2025 that there were 82 electric vehicles in the federal freight transport service, a figure that barely represented 0.01% of the more than 762,800 units that at that time made up this fleet.

Furthermore, the charging infrastructure for electric vehicles in Mexico grew 26% year-on-year by the end of 2025, adding 56,726 public and private charging positions , according to the Electromobility Barometer of the Electromobility Association (EMA) , reflecting a growing adoption of electric cars.

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