Logistical challenges in the healthcare sector have been a recurring theme in recent years. Rafael Gual, director general of the National Chamber of the Pharmaceutical Industry (Canifarma) , pointed out in an interview with T21 that drug distribution is not an intrinsic capability of manufacturers, but rather a specialized link in the chain .

“A high level of specialization is required; improvisation is not an option either, because medicines require a very different treatment than almost all other products, from ensuring cold chains, and obviously, different storage temperatures. You can’t go to 40 degrees because the product degrades, so you must have, if not refrigeration, then significant insulation, (in addition to) the units,” he noted.

He also highlighted that one of the major logistical challenges in the distribution of medicines is the last mile, which is hampered by the country’s geography, and noted that ” the biggest challenge for logistics is last-mile delivery . This dispersion required to reach the 15,000 necessary points is fundamental,” he stated.

Regarding security, Gual warned about the impact of drug theft on highways, noting that the problem goes beyond material loss .

“These are complications that have to be reported to the Health Department itself to tell them, ‘Hey, this is happening,’ because we no longer know; the product’s traceability is obviously broken. If it’s stored under appropriate conditions, it usually doesn’t happen. Anyway, there are other complications,” he shared.

Relationship with the Federal Government

Regarding Canifarma’s relationship with the federal government, Gual pointed out that, historically until 2018, the industry operated under a consolidated bidding scheme where distributors played a fundamental role , and explained the breakdown of this scheme in 2019.

“When distribution is separated from manufacturing—that is, when distribution is put out to tender on one hand and manufacturing on the other—it obviously caused a significant imbalance. Much of this was due to the inexperience of the logistics operators who were hired. Distributors were demonized under the López Obrador administration, and many were hired who were often unprepared. The system changed several times,” he stated.

Despite past difficulties, Gual noted a positive change in tone with Claudia Sheinbaum’s administration.

Regarding the importance of anticipation in the supply chain, he explained that planning is fundamental .

“Planning, which is fundamental for a timely and sufficient supply, is also being considered; in fact, we have already started the process for 2027-2028. The decision is expected to be issued in June, so we will have about six months for companies to prepare and have a significant or sufficient and timely supply in January 2027,” he reported.

Canifarma, founded in 1946, is an independent institution representing the pharmaceutical and medical device industry in Mexico. With over 180 member companies, it brings together the leading players in human and veterinary medicines and medical devices. Its mission is to ensure the availability of and access to safe healthcare products.

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El cargo Logistics specialization: an essential condition for the healthcare sector apareció primero en T21.

In an environment marked by medication shortages in public health centers and the pressure faced by millions of Mexican families with chronic treatments, a digitally native startup seeks to redefine access to healthcare. It’s Prixz , the online pharmacy that claims to be the fastest-growing in Mexico and now, with its 2.0 strategy, seeks to establish itself not only as a sales channel but also as a comprehensive healthcare services platform.

“In Mexico, to fill a prescription, a patient must visit an average of 3.8 pharmacies. What we’re looking for is for patients to be able to fill their entire treatment plan in one place without having to travel,” explained Sergio Pérez, co-founder and director of Prixz, at a press conference while presenting the company’s new phase.

The numbers back up this ambition: more than 500,000 annual orders, a catalog of more than 15,000 products —compared to the average of 2,500 to 3,000 items sold in a traditional pharmacy—and product delivery coverage of 98.7% of the country. With this infrastructure, the company claims to be able to reach even communities where the nearest pharmacy is more than 200 kilometers away.

The logistics strategy is at the heart of the model. Prixz operates 15 distribution centers in key cities such as Mexico City, Guadalajara, Mérida, Monterrey, Veracruz, and Tijuana , with plans to reach 20 this year and more than 52 by 2028. Its operation combines a dark store model , motorcyclists (delivery drivers), and its own vans, in addition to agreements with couriers (courier and parcel companies) specialized in cold chain management and controlled medications. “All delivery personnel are specialized in healthcare, because we can’t mix an antibiotic with a cake. That sets us apart,” emphasized Adriana Contreras, Director of Operations.

Artificial intelligence (AI) is another key driver of differentiation. According to Pérez, the technology is already being applied in three areas: automatic interpretation of prescriptions using photos—with 98.9% accuracy; recommendations of related products to support treatments; and optimization of delivery routes to reduce delivery times and environmental footprint. “Our goal is for patients to be able to purchase in one click, without barriers and with complete confidence,” he stated.

But Prixz doesn’t define itself solely as a technology company. “Although we are an artificial intelligence company, we always have the support of people specialized in medical matters: chemists, nurses, and pharmacy graduates. They ensure that prescriptions match and support patients throughout each process,” Contreras pointed out.

This mixed model, which combines automation with human intervention, aims to serve a diverse market. Contrary to what one might think, the audience is not limited to young digital users: more than 10% of its patients are over 60 years old . For all of them, the promise is the same: fast and secure access to medications that are often in short supply through traditional channels.

The supply chain is key in this regard. Executives claim to maintain direct communication with laboratories and distributors to anticipate stock shortages , which has allowed them to overcome shortages that have affected the market. “Collaborative work within the supply chain allows us to offer what no one else has and prevent patients from interrupting their chronic treatment,” Pérez emphasized.

In the competitive arena, Prixz recognizes the presence of large traditional chains, but is confident that the growth of e-commerce in the healthcare sector, which will increase from the current 8% to between 24 and 25% by 2028 , will give it room to consolidate. The company plans to maintain 1000% growth every three years, supported by digitalization and its national coverage.

The advantages compared to traditional pharmacies are clear: lower operating costs thanks to the absence of counters , reinvestment of savings in discounts—it is estimated that between 50 and 60% of its chronic medications are cheaper than in any other chain—and a logistics model designed for scale.

At a time when the Mexican healthcare system is facing questions about its ability to guarantee medication for the entire population, Prixz’s proposal resonates strongly. More than a digital store, it presents itself as a digital health ecosystem that combines technology, logistical efficiency, and patient sensitivity . “We don’t see the peso symbol on each person; we see patients with needs, and we seek to make their lives easier,” Pérez summarized.

With an operation of 250 employees, almost complete coverage of postal codes, and an ambitious expansion plan , the digital pharmacy not only seeks to position itself as an alternative, but also as a new standard in medication distribution in Mexico.

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El cargo Prixz 2.0, the digital pharmacy that focuses on logistics, AI, and patient proximity. apareció primero en T21.