“We proudly share our intention to invest $2.75 billion in the country, from now until the end of 2028, with a vision focused on growth, innovation, and sustainability,” he emphasized during Mexican President Claudia Sheinbaum’s morning press conference this Wednesday.

Bonaclocha explained that the new facility will be its eighth plant in Mexico, which is expected to generate more than 3,000 direct and indirect jobs.

With this plant, Heineken will seek to supply the Yucatán Peninsula more efficiently and sustainably , “as well as take advantage of the infrastructure and excellent connectivity currently available in the southeast of the country,” the executive added.

“This project is an important milestone for the company, as it marks the first time in Heineken’s history that an Indigenous consultation was conducted, positioning Heineken as the first company in the industry to initiate an open conversation within the community,” he explained.

He assured that they will continue investing in sustainability and innovation projects, based on three fundamental pillars that guide the company’s operations: environmental, social, and smart consumption.

The executive of Heineken, which includes brands such as Tecate, Indio, XX, Amstel Ultra, and Carta Blanca, noted that they will continue to focus on creating experiences that connect with people’s passions, such as sponsorship of Formula 1 and various music festivals.

Heineken Mexico is one of the most iconic companies in the sector and has seven plants, a malting plant, as well as a logistics network of more than 170 distribution centers and more than 17,000 Six stores.

Review of the USMCA

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Heineken Mexico implemented a transformation in its primary transportation model , combining logistics with concrete operational safety strategies, according to David Gallardo, the company’s director of warehouses and transportation.

One of the key adjustments was the strengthening of multimodal schemes. While trucking represents the majority of movement, 75% full and 20% single , the brewery increased its use of rail (up to 4%) and maritime transport (3%), as Gallardo explained in the last edition of The Logistics World 2025 .

This diversification responded to both cost reasons and operational sustainability objectives.

“Initially, the quality department was the first to question the use of rail. Today, it’s the first to promote it,” Gallardo said.

He also highlighted that, with adjustments to loading processes and defined patterns , they were able to maintain product standards, even on more complex routes.

In terms of security , the company operates under a management system based on the TPM (Total Productive Maintenance) model, which allows for the identification of root causes of incidents and the application of countermeasures without seeking blame, but rather immediate solutions.

This approach helps keep operating areas , such as warehouses, incident-free for years, Gallardo said.

In addition, the company designed warehouse layouts, implemented “zero pedestrian” zones, and uses an internal communications platform called “Superación 110,” which allows it to disseminate standardized safety messages to its more than 8,900 logistics employees , including forklift and transport operators.

Logistics provider management is also part of the operating model. Gallardo noted that they hold frequent meetings with their strategic partners, from the operational to the executive level, with the goal of harmonizing safety criteria, operational fatigue, and working conditions.

“Safety can’t be limited to a contract. If I require the operator to be alert, I can’t call them every 15 minutes,” he explained, referring to practices that create distractions and increase risk on the road.

He emphasized the importance of keeping operations up to date as consumption patterns change. “A 12-ounce can takes up more space than a small bottle. If we don’t take this into account, we lose storage capacity without even realizing it ,” he warned.

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El cargo Heineken Mexico strengthens its primary transportation for operational efficiency apareció primero en T21.

SAN PEDRO GARZA GARCÍA, NL – In its second edition, Fórum Trayecto doubled its capacity to convene the various interest groups served by Trayecto ( number 1 in the Top 100 of Autotransporte® ), where direct dialogue was held with clients, suppliers and collaborators.

While there are challenges in the supply chain, such as insecurity, lack of infrastructure, sustainability, and, of course, the fundamental role of trucking operators, this year’s edition added uncertainty stemming from decisions made by U.S. President Donald Trump, Mexico’s main trading partner.

Addressing this last point, the Trajectory Forum began with a lecture by former Secretary of Economy Ildefonso Guajardo, who discussed the importance of revising the United States-Mexico-Canada Agreement (USMCA) in 2026 and the challenges facing the Mexico-United States relationship.

One of the key points Guajardo highlighted is that uncertainty must be embraced as a key factor for the next 24 months, adding it to project and business planning.

The former USMCA negotiator emphasized that the current framework for this agreement is defined until 2036; however, an industry as important as the automotive industry has windows of between four and five years, so a change in the rules of origin is expected.

In this context, resilient supply chains were addressed, with the presence of David Gallardo, Director of Transportation at Heineken Mexico ; Oscar Del Cueto, President of Canadian Pacific Kansas City (CPKC) in Mexico ; Javier Moreira, General Manager in Mexico at CMA CGM ; and Ángel Garibay, General Director of ALA Trasportes ; moderated by Alejandro Marroquín, General Director of TM Transportes .

In this space, topics such as infrastructure, productivity, security, and, above all, the implementation of technology were discussed as key factors for achieving greater efficiency in the various links of the supply chain. One element that stands out among these companies is the incorporation of sustainability as a key to their progress.

As last year, there was a panel featuring the “Voice of the Operator” where Cinthia Moreno, Gabriel Cepeda, Ismael Osnaya, and Patricio Ponce discussed the challenges they face every day behind the wheel, not only in the natural conditions of being on the road, but also in customer service, where they have to deal with a variety of scenarios.

The panel, moderated by Víctor Salazar, COO (Chief Operations Officer) of Trayecto, was a space to recognize the important work of operators, but also to convey a message to customers who require adequate facilities to carry out their work.

The environment, social responsibility, and governance in the trucking industry was a panel that outlined the factors corporations must address as a factor in their market survival, and these factors are transversal and affect all industries.

This panel featured Bernardo Canales, managing partner of Canales Dávila ; Claudio de la Peña, director of Sales and Marketing at Daimler Truck Mexico ; Erick Reynoso, director of Freight Management Mexico at Penske ; and Arturo Álvarez, general director of Larmex Transportes , moderated the panel .

The Trayecto Forum closed with a message from Jorge Casares, CEO of Trayecto, who emphasized the alignment of the company’s philosophy with the projects the corporation undertakes. “We must be relentless and impeccable in achieving our goals,” he declared.

Casares López emphasized the importance of leaders in the current era, and that, from his position at Trayecto, he clearly understands the path to continue investing in Mexico to overcome all the challenges ahead.

As part of the second Trayecto Forum, a tribute was held to Don Pablo Martínez Montemayor, founder of what is now Trayecto, who passed away last January. Don Pablo had an 80-year career in the national trucking industry , playing a key role in the development of this activity in the region and in the development of businesses in this industry.

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El cargo The Trayecto Forum consolidates its position as a space for dialogue and analysis of supply chains. apareció primero en T21.

According to a survey by BBVA México and the Mexican Association of Private Industrial Parks (AMPIP) , at least 400 new companies, mainly from Asia, are looking to set up in Mexico due to our country’s proximity to the United States and to bring production lines closer to the world’s largest consumer market, known as nearshoring , which is transforming the logistics landscape and has driven a wave of investments in various industries, including the beverage and auto parts industries .

In the face of these new paradigms, ETYL 2024  arrives  with its 22nd edition, on  October 9 and 10 in Monterrey, Nuevo León, which will feature the participation of 25 panelists and nearly 250 attendees , and where success stories will also be addressed , which will show concrete examples of how  nearshoring is impacting several key sectors in Mexico, such as the Mexican beer sector: Beverage industry.

To participate in ETYL 2024 click here.

Mexico is the world’s leading exporter of beer, with 81% of production shipped to the United States . National brands of this beverage are a commercial phenomenon worldwide, and behind them, logistics operations are key to maintaining a constant flow to millions of points of sale in 180 international markets.

In this edition of ETYL 2024 , sector specialists will answer the question: How do you develop an almost perfect global logistics chain starting from Mexico? , which is why David Gallardo , warehouse and transport director of Heineken Mexico, will participate ; Ángel Garibay , general director of ALA Transportes (Trayecto) , and Fernando Ramos Casas , managing partner of Radar Customs and Logistics , as moderators.

The success story of logistics will also be presented: The auto parts industry , a sector that has become one of the most important to land its investments in our country to approach the market of the Treaty between Mexico, the United States and Canada (T-MEC) . In this condition, it has been one of the first industries to test the response and reaction capacity of national logistics providers. In this panel, we will learn how they do it and where they identify bottlenecks .

Alberto Bustamante , director of the National Agency of Suppliers of the Automotive Sector (ANAPSA) , Oscar del Cueto , president of Canadian Pacific Kansas City (CPKC) of Mexico, Iago Cano , commercial manager of Grupo Directo Express , will participate in this panel , and it will be moderated by Ricardo Álvarez , VP and general director for Mexico of Ryder .

In addition, the 22nd edition of ETYL 2024 , whose motto is  Maximizing Logistics Opportunities with Nearshoring , will feature other luxury panelists  such as  Carlos Elizondo Mayer-Serra , Mexican academic, journalist, political scientist and internationalist, who will offer a  keynote lecture on the analysis of Mexico’s economic and competitive prospects for the period 2024 to 2030 .

It will also feature the presence of  Maite Ramos , CEO of  Alstom , who will give a  conference focused on the development of talent and leadership in the mobility industry .

Attendees will be able to  network , generating alliances that will strengthen the country’s logistics and production capabilities. In addition, there will be a series of  workshops  that will address key topics such as:  Cold as added value in logistics , where the advantages of refrigeration in the supply chain will be explored;  The logistics of e-mobility , focused on the challenges and opportunities of the electrification of transport.

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The  Heineken México company , one of the largest brewing groups, has established a series of initiatives to reduce the environmental impact in its supply chain , ranging from agriculture to final distribution.

These efforts focus on sustainable practices and improving operational efficiency throughout the entire value chain, according to its 2023 Sustainability Report .

Daniela Rosen, Sustainability and Manufacturing Manager at Heineken Mexico, explained that the processes include agriculture, production, packaging, logistics, refrigeration and last mile , which are always executed with the benefit of the environment in mind.

For production , the company worked closely with local farmers and suppliers. Farmers supplying barley and other raw materials were assessed through social and environmental responsibility audits, focusing on the origin and handling of ingredients.

Likewise, of the total barley used for beer production , 28.21% came from certified producers, of which 3.4% operate in areas with water stress.

Also, the company collaborated with more than three thousand 058 suppliers, of which 95.4% were national. All new suppliers passed selection filters applying social criteria.

Likewise, the company promoted conservation agriculture , promoting sustainable practices that minimized environmental impact and improved the health of ecosystems.

This strategy included certification of the barley used. The company collaborated with 38 producers for the development of farmers, lands and communities, covering six thousand hectares, which resulted in 50% less emissions in this sector.

Another production achievement in environmental matters is that 100% of the electricity used in its seven brewing plants and one malt plant came from renewable sources.

Likewise, they took advantage of the biogas generated in their wastewater treatment plants to reduce dependence on fossil fuels.

In 2023, 5% of the technical demand will be covered with captured and used biogas. The company also achieved a 25% reduction in scope 1 and 2 emissions.

Regarding the packaging used for the products , Heineken worked on designs that reduced its carbon footprint, using lighter and more recyclable materials, as well as increasing returnability.

However, this process continues to be a challenge ; packaging currently represents 48% of the company’s carbon footprint.

Claudia de la Vega, vice president of Corporate Affairs at Heineken Mexico, highlighted that “in the last mile and in the packaging part we can say that it is like a hybrid, it is a balance, we are lightening the materials, our packaging, we are also doing the content integration. It is not only about supplying, carrying, producing a beer, but how it reaches consumers, that is something that is a challenge for everyone.”

De la Vega also highlighted that the company has electric vehicles for supply and that they are also looking for different alternatives to motivate their suppliers to work towards applying best practices.

Likewise, the company designed an efficient refrigeration cycle , installing variable speed motors and compressors that reduced energy consumption by 30 percent.

These data were revealed during the 2023 Sustainability Report , where Heineken highlighted its goals and results for Mexico, including:

• Achieve net zero emissions in scopes 1 and 2 by 2030.
• Reduce 21% of scope 3 emissions by 2030.
• Achieve net zero carbon emissions across the value chain by 2040.
• Reduce emissions by 30% throughout the value chain (scope 1, 2 and 3) by 2030.
• 100% of barley purchased from sustainable sources by 2030.

While in 2023 they achieved a reduction of 29.69% in scope 1 and 2 emissions, and 7.8% in scope 3 compared to 2022 . Likewise, they seek zero waste sent to landfill at all production sites by 2025, as was done in 2023. In addition to valorizing waste and closing material cycles throughout the value chain by 2030.

Finally, regarding water protection , during the sustainability report they reported that they carry out reforestation, conservation and resource reuse initiatives. Currently, Heineken uses 2.42 liters of water for every liter of beer they produce, with the aim of reducing this figure to 1.70 liters. The Meoqui plant, in Chihuahua, stands out as the most efficient, using only 1.71 liters of water per liter of beer.

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El cargo These Are the Sustainable Processes Heineken Mexico Implements in Its Supply Chain apareció primero en T21.