Digital transformation, proper data management, and collaboration are the foundation for moving toward more efficient and lower-risk supply chains , agreed specialists from the panel Toward Predictive, Intelligent, and Safe Logistics , organized within the framework of the #SoyLogístico Association ‘s Logistics Breakfast .

Ernesto Zavala, Director of Transportation at Waldo’s , shared the company’s experience implementing systems such as ERP, WMS, and TMS , which have led to tangible improvements in its operations.

“Today, we’ve reduced the time it takes for merchandise to arrive in stores to 72 hours and improved transportation availability by 15% with the same base of carriers. This translates into greater punctuality and a lower risk of delivery discrepancies,” he noted.

According to Zavala, complete traceability and the use of predictive models allow for optimizing service windows, reducing theft, and better negotiating with carriers thanks to shared data.

For Isaías Servín, International Operations & Service Manager at Hamilton Beach , no company can remain static in the face of technological changes and consumer habits.

“Anyone who isn’t thinking about digitizing and implementing advanced systems will suffer in their profitability. The goal remains delivering the product just in time and in the right quantity, and to do that, we need tools that allow us to anticipate disruptions,” he stated.

The executive emphasized that the quality of the information is just as important as the technology used, since “the success of the prediction depends on the data that feeds the systems.”

From another perspective, Enrique Vázquez, director of Recurso Confiable , emphasized that predictability should not be seen as a futuristic aspiration, but rather as a practical exercise in data management and logistics partners .

“Efficient operations translate into safe operations. Properly managing information allows for negotiations with carriers, anticipating restrictions at delivery points, and reducing risks. Ultimately, predictability equals lower risk ,” he stated.

The executive warned, however, that Artificial Intelligence (AI) has not yet replaced human decision-making. “AI models help analyze data, but the final decision remains with humans.”

The panelists agreed that the biggest challenge is not only technological, but also cultural. Employee adaptation, trust in the systems, and collaboration across departments and with external partners are crucial for any successful implementation.

“If we continue to operate in silos, no strategy will succeed ,” said Servín, emphasizing that generational transition and a change in mindset are part of the process toward truly intelligent logistics.

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El cargo From reactive to predictive, the future of smart logistics apareció primero en T21.

In an increasingly complex environment, where consumption patterns are changing rapidly and logistics costs are skyrocketing, efficiency is no longer enough.

During the panel Beyond Efficiency: How to Achieve a Super-Productive Supply Chain , held by the #SoyLogístico Association , specialists agreed that the true differentiator lies in the ability to adapt, anticipate the market, and build resilient chains that not only respond to current demands but also evolve with the customer.

In this sense, adaptability, agility, strategic use of technology, and collaborative planning are the new pillars for achieving highly productive chains.

Roberto Briones, executive director of Logistics and Distribution at Farmacias del Ahorro , explained that increases in logistics costs , especially in industrial leasing, have forced companies to rethink their models.

“What has worked for us is generating greater productivity from people, with variable incentive schemes that motivate teams to boost productivity, not just accept it as an imposition,” he shared.

Furthermore, Farmacias del Ahorro has found a way to diversify revenue and offset rising costs by selling logistics services to third parties.

For his part, Juan Carlos Aderman, Head of Transport Latam at DHL Supply Chain , emphasized that in a changing environment like Latin America, chains cannot be static.

“The most important thing is adaptability. Technology is essential, but so is the ability to change processes and business models quickly,” he commented.

According to Aderman, the key is to constantly adjust operations and encourage continuous learning within teams.

Hector Cabrera, Head of Demand Planning at Kraft Heinz , highlighted that consumption in Mexico shows signs of contraction , with moderate growth focused primarily on private labels and low-priced products.

“Demand planning must be more agile and integrated. We already use machine learning for forecasting, but now the crucial thing is to incorporate real-time information from the point of sale and coordinate it with production, purchasing, and distribution,” he noted.

Roberto Briones emphasized that a deep understanding of the client and the agile use of information are crucial.

“Today, we not only face high variability in demand, but traditional seasonality is also disappearing. Omnichannel allows us to capture these changes early and react more intelligently,” he noted.

The panelists agreed that, beyond technology, key skills in short supply are deep root cause analysis, storytelling skills to communicate the value of logistics solutions to the business, and data literacy .

“We need to build teams that can understand, apply, and explain data. It’s not enough to have the tools; you have to know what they’re for and how to convince the organization to use them,” said Héctor Cabrera.

Specialists also noted that today’s logistical complexity requires carefully selecting the right technological tools.

“It’s not about loading up on technology. The real application lies in simplifying repetitive processes and analyzing consumption patterns with up-to-date data. Otherwise, wrong decisions can be made based on outdated information,” Briones explained.

Héctor Cabrera added that the industry is moving toward the integration of Artificial Intelligence (AI) agents to improve real-time supply planning, with technologies such as digital twins that allow for simulating scenarios and making better decisions.

Meanwhile, Juan Carlos Aderman emphasized that, although chains are becoming more technologically advanced, the focus must remain on the customer.

“Super productivity doesn’t just come from having warehouses, inventory, or trucks; it comes from understanding your customer, their market, and their real needs. That will tell you what technology to use, how much inventory to have, and how to design your operation,” he said.

Transformation with the team, not without it

The panelists agreed that logistics transformation doesn’t involve displacing people, but rather empowering them with the right tools to make them more productive.

They emphasized that collaboration between departments must be based not only on goodwill, but also on robust processes that ensure information is synchronized from the source.

“When data isn’t integrated from the beginning, the chain comes to a standstill. Therefore, it’s necessary to structure processes in a disciplined manner to ensure smooth operations,” Briones emphasized.

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El cargo The key is not just efficiency, this is how you build a super-productive supply chain apareció primero en T21.

In a volatile economic environment with growing geopolitical challenges , logistics and the supply chain are positioned as critical factors for business competitiveness in Mexico.

This was emphasized by the 2nd National Study of Logistics Indicators , presented by the #SoyLogístico Association , Logística de México (LDM) , and EGADE Business School of the Monterrey Institute of Technology , which seeks to provide companies with strategic tools to improve their performance in the supply chain.

“It’s very difficult to access this type of data in the country because little information is shared within the sector. That’s why this study represents an invaluable effort,” said Virgilio Paniagua, president of #SoyLogístico.

For his part, José Ambe, CEO of LDM , emphasized that “we can’t hide the sun with a finger. The country is going through a critical moment, and logistics must play a strategic role. Those who are best prepared will best navigate this uncertainty.”

The study covers the 2022-2023 period and compiles information from companies of various sizes and sectors, from food, retail, and manufacturing to pharmaceutical and automotive , with the goal of comparing best practices, understanding trends, assessing risks, and measuring operational performance.

“This document serves as a compass that allows companies to know how they compare to their peers and what strategies the most efficient ones are implementing,” explained Eric Porras, director of EGADE Business School in Mexico City.

Key indicators

One of the main focuses of the study is the level of service , where the fill rate plays an important role and in which the logistics sector averages 98%, reflecting high efficiency in inventory management.

Here, while the pharmaceutical sector complies 100%, the retail and construction sectors fell to 93% and 90% respectively.

Another critical point is forecast accuracy , which measures how well a company anticipates demand.

In this area, the automotive sector (with 90%) stands out for its long-term planning. In contrast, retail , with 72%, faces significant challenges due to high market volatility and uncertain consumer confidence.

Regarding supply indicators , on-time deliveries from suppliers were taken into account, with the automotive industry accounting for 100% of the total, while manufacturing and retail account for 85% and 80%, respectively.

Inventory turnover was also evaluated , where high turnover indicates greater efficiency.

In 2023, retail (10.5) and construction (12.3) lead the way, reflecting greater agility in their operations. Food (8.5) and logistics services (4.4) maintain a solid pace, while automotive (2.7) and manufacturing (2.7) show the lowest turnover, suggesting more conservative inventory management.

In transportation indicators , companies are increasingly tending to outsource services to gain flexibility. A general improvement in container utilization was also identified , reflecting better load planning, greater capacity utilization, and resource optimization in logistics operations.

One of the most relevant topics of the study is the carbon footprint , an indicator that was included in the measurement for the first time and the finding is overwhelming: 84% of companies still do not measure their environmental impact .

This, experts said, will soon change, as large buyers like Walmart and Liverpool will require their suppliers to provide reports and take concrete actions to reduce their emissions.

On the other hand, the turnover of logistics personnel continues to affect productivity, in a context of full employment that forces companies to invest more in talent retention and development.

In the financial field , new indicators were incorporated, such as the cost of logistics payroll and the cost of transportation as a percentage of sales , which are essential for measuring the profitability of the logistics area in large and small companies.

One conclusion is that today, logistics technology is available not only to large corporations but also to small and medium-sized businesses.

“Any business today can access digital tools that allow them to plan better, optimize their inventories, and manage deliveries efficiently,” Ambe emphasized.

As part of this effort to democratize knowledge, the study results are now available on an interactive digital platform , allowing companies to consult, compare, and apply the data to their own continuous improvement processes.

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El cargo Critical gaps and opportunities in logistics, reveals the National Study of Logistics Indicators apareció primero en T21.

The nearshoring phenomenon (the relocation of production lines to consumer centers) has captured global attention, but in the words of Daniel Rodríguez, Director of Compliance at Uber Freight in Mexico, it is still perceived as “a phantom” that is talked about more than it actually happens.

During the panel “Mexico Facing Global Trade Uncertainty ,” organized by the #SoyLogístico Association , industry experts agreed that beyond the term, what is relevant is the actual relocation trend and Mexico’s ability to respond to its implications.

Claudia Ávila, Head of Customs Attention and International Affairs at Mexico’s National Customs Agency (ANAM) , proposed abandoning the overuse of the term nearshoring and focusing on the more tangible concept of productive relocation.

He explained that this is not a recent response to the pandemic, but rather a logical evolution after decades of offshoring that began in the 1980s with the opening of trade.

“Long-distance production already presented risks back then. Cheap is expensive,” he said.

With events like the 2011 tsunami in Japan, which severely impacted the automotive industry, or the trade war between the United States and China, the need to have nearby suppliers became strategic.

Furthermore, relocation is no longer just a response to physical proximity, but also to political and value affinities, which has given rise to terms such as friendshoring or allyshoring .

Despite internal challenges such as security, energy infrastructure, and specialized talent, Claudia Ávila emphasized that Mexico remains attractive due to its geographic location, preferential access to more than 50 countries via free trade agreements, and a functional logistics network.

“Compared to Latin America, Mexico has undeniable advantages. But we must also assume our share of responsibility from the private sector,” he noted.

Hugo Villicaña, Brose Group ‘s transportation manager under the USMCA , supported this vision based on his experience in the automotive industry.

He highlighted how, following the pandemic, many companies began strategically reviewing their supplier base to avoid further disruptions.

“We need more strategic investment to strengthen local industrial ecosystems. Not everything can fall on the private sector,” he warned.

Technology and AI, the new backbone of logistics

Dan Marcus, head of international trade at PepsiCo Mexico Foods , shared the company’s experience implementing a transportation control tower that monitors more than 30,000 trips per month in real time.

“This allows us to detect problems before they become serious and make focused, rather than reactive, decisions,” he explained.

Marcus insisted that true transformation occurs when technology is combined with robust processes and skilled talent.

“The formula is clear: people, processes, and technology,” he said.

In addition, he highlighted the implementation of WMS ( Warehouse Management System ) systems in warehouses to improve efficiency in key tasks such as picking .

Claudia Ávila emphasized that AI and technologies like blockchain should be used not only to optimize processes, but also to ensure regulatory compliance, traceability, and risk mitigation.

“The robot alone doesn’t do anything. If we don’t feed the systems with clear data and defined processes, there won’t be any results,” he warned.

At the customs level, he emphasized that Mexico leads Latin America in interconnecting agencies through the Single Window , and that ANAM is working to establish its own systems, with the goal of greater autonomy from the SAT.

Both Dan Marcus and Hugo Villicaña agreed that Mexico has a strength that sometimes goes unnoticed: resilience.

“We’re used to adapting to political and economic ups and downs. The important thing is not to be paralyzed by change, but to plan for scenarios and have responses ready,” said Villicaña.

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El cargo Mexico, between nearshoring, logistics resilience, and artificial intelligence apareció primero en T21.

On Wednesday night, the winners of the XXIV National Logistics Award were announced , granted by the #SoyLogístico Association , which highlights the work and commitment of companies, teachers and professionals who drive growth and efficiency in the national supply chain.

Since its first edition, the award has sought to promote innovation, talent development and strengthening collaboration within the sector, awarding more than 100 Tamemes in these 24 years.

David Martínez, president of the organizing committee, stressed that the association has been consolidated around four fundamental pillars : university links, education and updating, generation of logistical information and grouping and representation.

“University involvement is one of the most important pillars, as it speaks to the future of logistics in Mexico and the commitment to new generations,” said Martínez.

For his part, Virgilio Paniagua, president of the #SoyLogístico Association, stressed the importance of collaboration in the current global context, marked by polarization and challenges of various kinds.

“The world is facing significant changes, and it is essential that we address these challenges together. This award is not only a recognition of those who have worked hard in the supply chain, but also a call to continue joining forces,” said Paniagua.

He also acknowledged that Mexico, as the world’s 12th largest economy, has the potential to become one of the leading economies globally, and the logistics sector is a key element in achieving this.

During the event, the Association of Logistics Operators of Mexico (AOLM) was also recognized for 10 years promoting innovation and logistics efficiency.

“Innovation is one of the fundamental pillars of our work. At AOLM, we actively collaborate with SoyLogístico to continue promoting this sector, which is crucial for the development of our country,” said Antonio Castro, president of AOLM.

This year’s seven award winners were:

Academic Category

Luis David Berrones Sanz, research professor at the Autonomous University of Mexico City (UACM) .

Executive Category

Eutimio Fernández Egurrola, founding partner of Loyalty Logística y Distribución  and member of the Editorial Board of Grupo T21.

Juan Carlos Aderman Torres Septién, Head of Transport LATAM at DHL Supply Chain .

Category Company

Unilever , for its Health Fairs for Transporters project .

Bimbo , for its Command Center project by Grupo Bimbo.

Logistics Service Provider Category

Scania , for its Scania Drivers project.

Maypo Pharmacists , for their home delivery project for patients living with Hemophilia.

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El cargo National Logistics Award honors seven supply chain leaders apareció primero en T21.

The Secretariat of Economic Development of the government of Mexico City and #SoyLogístico Association signed an agreement for the creation of the Metropolitan Logistics Cluster , which will include various companies, professionals and universities to improve the distribution of goods in the metropolitan area.

This project will also cover the states of Hidalgo and the State of Mexico and seeks to strengthen the competitiveness of the logistics sector at a national level , being key to guaranteeing efficiency in the supply chain.

David Martínez, founder of #SoyLogístico, highlighted the importance of promoting cooperation between the public and private sectors and how logistics is a fundamental element for economic development, especially in Mexico City, a strategic site for the distribution of goods at national and international level.

 “Logistics is not just about moving products, but about ensuring that they reach the end consumer in the shortest possible time and at the lowest cost,” Martinez said.

According to Fadlala Akabani Hneide, Secretary of Economic Development of the Government of Mexico City, and David Martínez, the creation of the Metropolitan Logistics Cluster arose from a need identified during the COVID-19 pandemic, when the importance of having efficient supply chains became evident .

For them, this cluster seeks to consolidate the efforts of the sector and face current and future challenges , facilitating the distribution of goods not only in Mexico City, but also in surrounding areas, such as Hidalgo and the State of Mexico.

Paola Muñiz, advisor to #SoyLogístico and project coordinator, said that this cluster will benefit merchandise distribution companies and will cover the entire value chain, from packers to assemblers.

He also explained that the goal is to attract national and foreign investments , consolidating Mexico City as a benchmark in logistics.

The cluster will also integrate educational institutions , promoting training and professional development in the logistics sector, a field that increasingly requires more specialization and advanced technology.

“It is essential that we work together, both public and private, to improve competitiveness in logistics, which in turn will be reflected in sustained economic growth,” said Muñiz.

The Metropolitan Logistics Cluster will be implemented next year , bringing together companies, universities and professionals from the sector to consolidate this ambitious project, which seeks to make Mexico City a benchmark in logistics.

According to experts, this agreement marks the beginning of a new era for logistics in Mexico City, with a view to strengthening the local and national economy.

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El cargo Sedeco and #SoyLogístico sign an agreement to create the Metropolitan Logistics Cluster apareció primero en T21.

The adoption of Artificial Intelligence (AI) and quality in data management are transforming the logistics sector, but without an adequate approach, 80% of companies could fail in their implementation, warned Enrique Vázquez, general director of Recurso Confiable , during a panel focused on logistics control towers, organized by #SoyLogístico Association .

The event featured panelists such as Juan Arévalo, head of Elektra ‘s Digital Supply Network ; Enrique Schleske, director of Supply Chain at Henkel ; and Mauricio Salgado, director of Supply Chain Operations at Coppel , and discussed the importance of correctly capturing, processing and analyzing data to facilitate decision-making .

In this regard, the specialists highlighted how companies face the risk of making decisions with incomplete or outdated data.

“A recent example is the congestion at the ports on the West Coast of the United States, a problem that led many companies to redirect their cargo to the port of Long Beach, whose operating volume increased by 34% in August,” said Mauricio Salgado.

In this context, he pointed out that companies that do not have a robust data control tower could not anticipate these types of problems in time, resulting in delayed merchandise and significant economic losses.

Juan Arévalo said that AI is useful when properly integrated into information systems, but warned that its successful implementation depends on having reliable and complete data.

“Even though 80% of AI projects could fail, the secret lies in the company’s preparation to properly manage the information. Data is relevant if it is complete and integral,” Arévalo emphasized.

In the same context, Salgado stressed the urgency of having factual data to avoid incorrect decisions that could result in cost overruns or loss of merchandise.

“Products that arrive too late are sold at auction, which leads to losses in the millions,” said Salgado.

The key, according to the panelists, is to get the right data and do it at the right time , since for them, excessive analysis and the search for perfection in data generate operational paralysis, which is especially critical in a dynamic logistics environment.

For his part, Enrique Schleske also spoke about how some companies still operate with obsolete methods , such as excessive dependence on Excel, which limits their ability to handle large volumes of information.

“With thousands of codes and combinations in play every day, it is critical to have advanced data management systems that enable real-time decisions. Without them, organizations risk falling behind,” Schleske said.

He also pointed to a generational trend in which some employees, accustomed to manual processes, resist the use of new technological tools , which slows down the transition to more efficient logistics.

Additionally, Enrique Vázquez said that automation is another key trend that is shaping the future of logistics. He said that while automation can optimize operations, it also generates frustration in teams when systems do not achieve the expected perfection.

“To avoid this problem, leaders must manage expectations and prepare teams to work within a reasonable margin of error. Perfection in logistics is unattainable, companies must focus on continuously improving their efficiency and ability to react,” said Vázquez.

Experts agreed that talent development is essential to meet these new challenges.

“It is not enough to have the data and the technology. It is essential that staff are trained to take advantage of these tools. It is a journey that companies must undertake, and there will be frustrations along the way, but it is the only way to remain competitive in a market where mistakes can cost millions,” concluded Juan Arévalo.

The panel concluded by highlighting that the future of logistics depends on successful integration of artificial intelligence and efficient data management, supported by trained personnel.

Furthermore, companies that achieve this combination will be in a privileged position to face the challenges of the sector, while those that lag behind in technological evolution run the risk of failure.

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El cargo Artificial Intelligence and Data Management as a Key Success Factor in Logistics apareció primero en T21.

Having proper supply chain management is a challenge per se for companies that must aim to operate without disruptions, and that adds complexity when other factors are integrated, such as being able to delight customers and grow profitably.

Within the framework of the monthly session of #SoyLogístico , #DesyunandoLogística, the point of “How to reduce the service cost of a connected supply chain?” was addressed, where Juan Carlos Calderón, Key Account Director Retail Industry of Blue Yonder, defined the cost of service (cost-to-serve – CTS) as the cost of satisfying a unit of demand for any client and product.

Based on the proposal made by Juan Carlos Calderón, the CTS is a financial metric used to understand the total cost incurred to deliver a product or service to a customer, where direct costs such as materials and labor are considered, but also indirect costs such as logistics, customer service and returns.

Brenda Hernández, Sr. Director of Logistics Latin America at Mattel , who participated in the panel, explained that all costs must be identified, even considering that there are external and internal factors that impact the operation, “they are not inefficiencies but the chain is connected,” referring to what happens in other latitudes such as the Suez Canal.

In his view, it is essential to be able to identify all costs, including hidden costs, in order to define the cost of service and be able to react.

In this area, Miguel Jiménez, Operations Manager of PINSA Comercial , explained that when you have a service focus, you must define the cost of serving, to stop talking about cost silos.

Juan Carlos Calderón described the critical path to locate the cost of serving, where the first thing is to list all the activities involved in the delivery process such as receiving orders, storage, transportation, handling returns, among others; allocation of direct costs such as transportation and storage, or indirect costs such as administration and public services.

Other points to consider are customer segmentation based on profitability and characteristics, which will allow us to understand the variation in costs between different segments. The costs of all activities should also be added together to obtain the total cost of serving each customer or product segment.

Finally, an analysis of the results must be carried out to identify areas for improvement , to synchronize with pricing strategies, optimize transport routes or improve storage efficiency to reduce costs.

Unidentified cost-to-serve impacts on the supply chain include lost sales and decreased customer loyalty; decreased profitability and loyalty; difficulty synchronizing demand, supply and capacity; insufficient resilience, speed and agility in managing disruptions; and excess buffer inventory and costly expediting.

Miguel Jiménez identified one of the strategies that must be addressed is the alignment with the sales force, to identify all costs, while adding all hidden costs to the logistics accounts, to identify the CTS.

In Brenda Hernandez’s view, incorporating CST into the total cost and even into the P&L (profit and loss), in addition to the benefits in the operation , allows communicating them with customers and defining better market strategies.

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El cargo The Challenge of Identifying Service Costs in the Supply Chain apareció primero en T21.

In a challenging logistics and transportation landscape, the main challenges of the supply chain in Mexico are more concentrated in external factors such as insecurity and infrastructure , however, leaders are increasingly addressing best practices to confront them.

The Comparative Study of Practices and Trends in Mexico 2024 , presented by #SoyLogístico Asociación in conjunction with Deloitte , addresses the current state of key issues and challenges facing the value chain function, and was answered by 73 supply chain leaders from 21 different industries.

According to the study, the main challenges facing supply chain leaders are : qualified labor (59 mentions), road infrastructure (58), inventory shortage (58), financial volatility (57), competition for assets and infrastructure (56), insecurity in the country (56), port infrastructure (54), excess inventory (46) and airport infrastructure (41).

Regarding the level of implementation of technologies , the study indicates that the technologies with the highest level of implementation are enterprise resource planning or ERP (73%), barcodes (66%) and warehouse management systems or WMS (59%).

On the other hand, they highlight as emerging technologies that companies do not implement blockchain (81%), artificial intelligence (75%) and task automation (68%).

The study also referred to the availability and quality of information that allows leaders to make better and more informed decisions , in which information and feedback from suppliers obtained the highest level of dissatisfaction with 39%; a field in which logistics players constantly insist on integrating business metrics.

To meet these challenges, the study indicates that companies prioritize investment in operational excellence (42%), with practices mainly in quality and safety certifications; logistics and distribution (26%), with techniques such as inventory management and warehouse optimization; and sustainability (16%), before focusing directly on cost reduction (15%).

Furthermore, due to the complicated logistics, companies are outsourcing some processes, such as inbound and outbound transport , with partners who have the necessary infrastructure and knowledge, so this business model grows year after year.

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El cargo Supply Chains and Their Challenges in Logistics apareció primero en T21.