In a logistics environment marked by structural adjustments and expectations of reactivation, Schneider is positioning itself as one of the players seeking to capitalize on intermodal transport in North America, especially in the cross-border corridor between Mexico and the United States .

The industry is facing a process of structural rationalization of supply, particularly in the United States, where the market is experiencing adjustments in available capacity , says Michael Baumgardt, senior vice president of Intermodal at Schneider.

“We are seeing a structural change in the supply. I don’t think we are at the end of this process yet, but it has clearly begun to gain momentum,” Baumgardt elaborates.

In this regard, he explains that while demand has remained relatively stable, the main focus for logistics operators is on available capacity, as after several years of adjustments, they are facing new market scenarios. Therefore, companies’ ability to react will be crucial in the event of a surge in demand , a scenario that could translate into greater operational demands and growth opportunities.

It mentions that one of the main challenges for 2026 is responding to an environment where shippers will need greater flexibility and multimodal solutions that reduce operational risks. Furthermore, customers are increasingly seeking reliable services with competitive transit times and high levels of security, without having to sacrifice efficiency compared to traditional trucking.

In that context, he argues that intermodal transport is beginning to gain ground among companies that have historically relied solely on road transport.

“Today there are many opportunities for customers to integrate intermodal as a complement to existing transport networks, especially considering the structural capacity challenges we see in the market,” he adds.

Currently, Schneider combines intermodal operations with land freight capabilities and logistics services, allowing customers to integrate different modes of transport within the same network.

One of the key projects in this evolution has been the development of the Midwest Mexico Express (MMX) corridor , driven in conjunction with Canadian Pacific Kansas City (CPKC) . Almost two years after its implementation, Baumgardt notes that the service has generated interest among various shippers thanks to its speed and operational consistency.

“We were looking for a direct service that would allow us to reduce transit times, and CPKC offers expedited service combined with Schneider’s capacity, which has enabled us to offer a differentiated service focused on improving reliability and operational efficiency. Furthermore, intermodal transport is generally more fuel-efficient than long-distance trucking,” says Bernardo Rodarte, Vice President and General Manager of Schneider Mexico.

By Evangelina del Toro and Jennifer Galindo.

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El cargo Schneider picks up speed with intermodal apareció primero en T21.

Werner Enterprises , a transportation and logistics provider, announced the expansion of its intermodal offering in Mexico , with which it seeks to offer local customers more reliable shipping options.

In that regard, the firm is deploying its fleet of 53-foot containers in the Mexican market, adding 400 units that will enter the network during 2026 , bringing the total to 800.

“We want Mexican companies to know that there is a local, asset-based solution ready for them. We have the expertise to simplify cross-border transportation. By combining our advanced tracking technology with 24/7 bilingual support, we eliminate friction in cross-border trade and make the process more efficient than ever,” said Bernardo Alexander, Vice President of Sales for Werner in Mexico.

The intermodal approach will begin in Monterrey, Nuevo León, and Silao, Guanajuato , with the addition of the Mexico City market in the second half of 2026. “Demand has remained stable over the past 12 months, representing a great opportunity to expand our growing asset presence in the country.”

He explained that this service provides security and visibility , since 100% of the containers have GPS and cargo cameras, in addition to having CTPAT certified carriers for all cross-border cargo.

Bernardo Alexander indicated that his teams are on the ground near Monterrey, Silao, and Pantaco. “We offer bilingual customer service 24 hours a day and maintain strong relationships with customs brokers at every Mexican rail terminal,” he emphasized.

“Intermodal offers a stable, long-term approach to pricing and capacity that can help shippers manage their budgets in a changing and volatile truckload capacity market,” he added.

He also explained that transporting goods by rail significantly reduces carbon emissions , “helping our customers achieve their environmental goals.”

According to the Association of American Railroads (AAR) , rail traffic in Mexico consolidated a growth of 10.2% during the first 12 weeks of 2026, reaching a total of 317,730 cars and intermodal units, compared to the same period in 2025.

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In an environment of uncertainty, insecurity and cost overruns, industry leaders agreed that logistics in Mexico is facing one of its most complex, but also decisive, moments for its transformation.

During the dialogue panel “Mexican Logistics in 2026: Between Resilience and Competitiveness” , at the Forum of the National Association of Vehicle Tracking and Protection Companies (ANERPV) , Osiel Cruz Pacheco,  CEO of Grupo T21 , acknowledged the role of logistics entrepreneurs, whom he described as “heroes” who keep commerce operating in an adverse environment.

However, he was also emphatic that Mexico still has not managed to reduce its logistics costs to levels that are competitive with more advanced economies.

Insufficient infrastructure, outdated toll systems, downtime on roads and in ports, as well as regulatory burdens, are part of a “salad of factors” that increase the cost of logistics operations and directly affect the end consumer.

From the perspective of importers and exporters, Javier Lagunes , president of the National Association of Importers and Exporters of the Mexican Republic (ANIERM) , stated that the country is going through an evolutionary process forced by global competition.

Among the main challenges, he highlighted the need to clearly define the roles within the logistics chain, the lack of concrete actions to solve structural problems, and the urgency of generating effective public policies.

Even so, he stressed that Mexico has a privileged position to become a key logistics hub , provided it manages to correct its weaknesses.

For his part, Fernando Con y Ledesma , president of the Mexican Association of Shipping Agents (Amanac) , emphasized that one of the main obstacles is the lack of alignment among the actors in the logistics chain.

“The challenge is to put aside individual interests in order to build collective efficiency,” he said.

Furthermore, he proposed promoting a national initiative under the concept of “Safe Mexico” , with the aim of improving international perception and generating more reliable conditions for trade.

Rising costs and operational uncertainty

From the Mexican Association of Freight Forwarders (Amacarga) , its president, Eva Muñoz, offered one of the most critical diagnoses: insecurity has completely transformed the logistics operation .

Today, he explained, companies face increased theft and violence, higher insurance premiums, a need for security and constant monitoring, and an inability to maintain stable rates.

This has eliminated practices such as just-in-time , forcing a redesign of routes, schedules, and operational strategies, which directly impacts costs and efficiency.

In this context, Luis Villatoro , president of ANERPV, highlighted the role of technology as a central element in mitigating risks.

He noted that the use of artificial intelligence , telemetry, and tracking systems has improved vehicle recovery and strengthened traceability. He also emphasized the importance of collaboration with authorities, which has led to the development of analytical frameworks, incident reports, and critical points.

Intermodal: progress, but with structural challenges

Luis Hernández, president of the Mexican Association of Intermodal Transport (AMTI) , presented a more optimistic outlook for intermodal transport, with progress in the use of rail and greater integration with ports and borders.

However, he warned that structural problems persist , such as complex customs processes, a lack of standardization between ports and regions, and increased regulatory costs.

Added to this is the need to redefine Mexico’s role in an environment of regionalized trade, where economic blocs are becoming more relevant.

Participants agreed that the transformation of the sector involves the use of data for decision-making; training and certification of talent ; adoption of new technologies; and greater collaboration between associations and authorities.

In particular, the importance of professionalizing all levels of the logistics chain and generating reliable information to design more effective strategies was highlighted.

In conclusion, the consensus was clear that without security and legal certainty, logistics competitiveness is limited; since insecurity hinders investment, damages the country’s international image, increases operating costs, and limits the sector’s growth.

Despite this, the final tone was optimistic. The industry acknowledged the challenges, but also its capacity for adaptation.

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JB Hunt Transport Services  reported a 5% increase in its operating revenue during the first quarter of 2026 (1Q26) compared to the same period in 2025, driven mainly by the intermodal segment.

According to its financial report, in 1Q26 the company earned three billion 060 million dollars (mdd) compared to the two billion 920 million dollars of the first quarter of 2025 (1Q25).

“We started the year with strong financial results, building on the momentum we achieved in 2025, and once again, we executed well on safety performance, setting a record in the first quarter. While the operating environment remains dynamic, we continue to leverage our investments in people, technology, and capacity, positioning the company to generate long-term value for our shareholders,” said Shelley Simpson, president and CEO of the firm.

The increase in revenue, excluding fuel surcharges, was primarily driven by increased cargo volumes in intermodal (JBI) , full truckload (JBT) and Integrated Capacity Solutions (ICS), higher revenue and increased productivity in Dedicated Contractual Services (DCS).

“The increase in operating income was primarily due to higher revenue, the execution of our initiative to eliminate structural costs and the improvement of productivity across the organization, partially offset by higher transportation expenses for purchases, especially in our ICS and JBT segments,” he said.

He detailed that intermodal revenue in the first quarter of the year was $1.5 billion , 2% more than in the same period of 2025; while volume increased 3% year-on-year.

Cargo volumes on the transcontinental network remained stable, while domestic volumes increased by 7 percent. “Overall demand for our domestic intermodal services remained strong during the quarter, delivering the highest volume in our company’s history and a record-breaking week in March,” Shelley Simpson noted.

Regarding revenue from dedicated services, the company stated that it earned $841 million, a 2% year-over-year increase, driven by increased productivity, excluding fuel surcharge revenue.

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El cargo Intermodal boosts JB Hunt’s revenue in Q1 2026 apareció primero en T21.

Grupo Coppel ‘s logistics strategy in Mexico began to shift in 2022, when the company decided that the growth of its operations had to be accompanied by a tangible reduction in its environmental footprint. The response wasn’t limited to modernizing processes or incorporating new technologies: it involved rethinking how its imported goods travel across the country, moving a growing proportion of containers from the ports of Ensenada and Lázaro Cárdenas to its distribution centers via intermodal transport, with rail as the backbone

“ The main motivator was the issue of CO2 emissions , more than the issue of cost or savings,” says Angélica Bojórquez, Corporate Director of Supply Chain at Grupo Coppel, in an interview with T21, who notes that the company is currently positioned as the third largest importer in the country.

The shift is significant considering the company’s logistical scale. In 2025 alone, its primary fleet covered 74 million kilometers and moved 23,000 import containers (both by road and rail), merchandise that represents nearly 40% of the almost 100,000 SKUs (Stock Keeping Units) it sells.

In this context, rail has become a strategic ally for connecting maritime routes with the country’s logistics hub, especially on routes exceeding 600 kilometers, where the environmental and operational impact of road transport is most significant. The results are measurable: in 2025, the use of intermodal transport reduced CO2 emissions by 8,518 tons , with a cumulative reduction of 35,828 tons since the strategy’s inception.

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The potential merger between US railroads Union Pacific (UP) and Norfolk Southern (NS) would bring Mexico the possibility of shifting more freight from road transport to rail, mainly in the border states , as well as starting new intermodal services between the two countries.

In their application submitted last December to the State Transportation Board (STB) , the railroads justified their merger by mentioning, among other benefits, the reduction of congestion on freeways and impacts on roads , which would create a more resilient supply chain and improve the competitiveness of U.S. ports against those in Canada and Mexico as routes to North America for international shipments.

For the intermodal market between these countries, the opportunity would be established to launch a scheduled service to the east of the United States from these points and serve the cross-border transport market .

“It is expected that the enhanced service offerings of the combined rail will induce significant demand for long-distance intermodal service across the integrated network,” they stated in the document.

Carlos Barreda Westphal, director of Ferroviaria.mx , emphasized that the export sector, both Mexican and American, could benefit from this merger “in terms of the quality of service they currently receive, with fewer interconnections depending on the origin and destination between both countries.”

He commented that while no major changes are expected from UP regarding border crossings, he noted the importance of its shareholding in Grupo México Transportes (GMXT) , “which could benefit Ferromex in terms of the strategic value of its alliances and its railcar exchange operations in Piedras Negras, El Paso, Nogales and Mexicali.”

Humberto Vargas, Chief Commercial Officer of  Crossdock , said that, given Union Pacific’s position in Mexico, “we should expect a greater benefit from a merger of this nature given their presence in the country .”

According to the document and based on projected traffic flows, UP and NS designed six new pairs of intermodal trains that would operate seven days a week, including the Texas/Mexico-Northeast (ZMXCX/ZCXMX) between Port Laredo and Croxton via New Orleans, to meet projected demand for traffic moving between Mexico and Texas and the Ohio Valley, Southeast and Northeast.

“Eastbound, ZMXCX will depart Port Laredo with blocks for Croxton, Atlanta, Charlotte, Columbus (Rickenbacker), and Cincinnati (Sharonville), enabling service from Mexico and Texas to key markets in the Ohio Valley, Southeast, and Northeast. In San Antonio, the train will pick up blocks for Croxton, Atlanta, and Greencastle. In Houston, the train will pick up blocks for Greencastle, Morrisville, and Charlotte before continuing to Atlanta, where it will unload blocks destined for the Southeast and Ohio Valley and pick up blocks destined for the Northeast. From Atlanta, ZMXCX will continue north, unloading and picking up traffic in Greencastle and Rutherford before terminating in Croxton,” the companies explained.

The railroads also indicated that two years ago, the STB approved the merger that gave rise to Canadian Pacific Kansas City (CPKC) ; however, the ports and domestic markets of the United States remain divided into east and west railroads, so with the new company that UP and NS would form, they “could offer American carriers, workers, and communities the same benefits that Canada and Mexico enjoy and that our trucking competitors have offered for decades.”

Although the STB stated that it rejected their request because the document was incomplete, it pointed out that UP-NS will have until April 30 to submit a new application for their merger.

Humberto Vargas noted that this is not the first time the STB has requested additional information to evaluate this type of request.

“This is somewhat normal behavior, and it’s a merger that is highly subject to public scrutiny. The merger analysis is being approached with caution,” he concluded.

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El cargo Union Pacific-Norfolk Southern merger: Would it benefit Mexico? apareció primero en T21.

The  Intermodal Association of South America (AIMAS) considered the possible arrival of Grupo México Transportes (GMXT) to Argentina to be positive, as it would attract other companies and boost intermodal transport  and its expansion in the region.

“What will save Argentina’s economy and railways will not be privatization itself, but the model that railway companies implement. The integrated North American railway model, plus the expansion proposed by AIMAS, in strong alliance with the region’s trucking (and shipping) industry, will have a positive impact on the entire region,” said Jorge de Mendonça, president of the organization.

In an interview with T21, he commented that the development of the railway industry in Argentina will also impact neighboring countries such as Brazil, Chile and other nations .

Federico Ignacio Weinhold, treasurer of AIMAS, reiterated that the railway in particular and the economy have a new opportunity for their rebirth.

“Seeking to assimilate and apply lessons learned from countries that seriously and sustainably improved their rail logistics, such as Mexico, the United States and Canada, with a particular emphasis on transparent, reliable and long-term regulatory frameworks, the right incentive system and incremental improvements, plus a commercial supply capacity that keeps pace with current and future demand, which is increasingly sophisticated across all sectors, sizes and locations of the economy,” he said.

For his part, Daniel Marcelo Campana, a railway and automotive technician at AIMAS, considered that Argentina has lost the capacity to audit the railway , so it will be necessary to create a regional authority similar to that of airplanes, such as the International Civil Aviation Organization (ICAO) , where each local control authority must ensure compliance with international standards.

In that regard, he stressed that the regulations and processes must be those required by the region and not a simple licensed import from other continents.

Similarly, he explained that Ferromex’s proposed model of vertically integrated rail and intermodality represents a complete paradigm shift , which will generate resistance from business owners who profit from this transportation system by effectively disregarding its public service nature. “This resistance will manifest itself in angry, supposedly technical, opinions highlighting the impossibility of having a competitive railway in Argentina.”

Jorge de Mendonça offered the support and advice of the organization to companies that show interest in participating in the railway privatization process in Argentina .

He emphasized that what AIMAS proposes for Argentina and the region is the model that Ferromex is familiar with, so it will find interest among transporters, ports, universities and provinces, “people who are already paying attention, who are the ones to whom we have been suggesting the model for eight years.”

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Luis Hernández, executive vice president of Intermodal at Grupo México Transportes (GMXT) and Florida East Coast Railway , was elected as the new president of the Mexican Association of Intermodal Transportation (AMTI) for the period 2026-2028.

Following the AMTI Ordinary Assembly, held the day before, the appointment was approved by a majority vote.

“We will work to promote the conversion of land freight to intermodal transport, create the conditions for more efficient and productive logistics in Mexico, and standardize foreign trade processes with a view to consolidating a unified, economically and logistically integrated North America,” said Luis Hernández.

Likewise, he indicated that the renegotiation of the United States-Mexico-Canada Agreement (USMCA) will be a turning point for the development of the industry , and therefore anticipated that they will actively participate in the forums organized by the Ministry of Economy (SE) , as well as the Ministry of Foreign Affairs (SRE) and the Senate of the Republic .

He also indicated that he will promote the participation of young people in the different activities carried out in the intermodal sector , “the goal is to incorporate fresh, new and transformative ideas,” he stressed.

Daniela Zarza of Union Pacific , and Adriana Muñoz of  Matson Logistics , will accompany Luis Hernández as secretary and treasurer, respectively, during the period 2026-2028.

In addition, Carlos Treviño of BNSF , as first vice president; Adriana Covarrubias of CPKC of Mexico , as second vice president; Francisco Fabila of Ferrovalle , as third vice president; and Johnny Curiel of JB Hunt , as fourth vice president.

Also, Priscilla Huitron of MSC , as first member; Adrián Salinas of STG Logistics , as second member; Sebastián Díaz of Baja Ferries , as third member, and Abraham Jiménez of Hutchison Ports México , as fourth member.

Diego Anchustegui, the outgoing president, thanked the Board of Directors who had accompanied him for the past three years.

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El cargo Luis Hernández, new president of the Mexican Intermodal Transport Association apareció primero en T21.

In reporting its third-quarter results, it specified that it also expects growth of between 5% and 7% in its volume, and 8% to 10% in its revenue.

Regarding the third quarter, GMXT indicated that total revenues were just over $871 million, 8.9% higher than in the same period last year and an EBITDA of $359 million, 8.1% year-on-year.

Transported volumes were 4.1% higher in ton-kilometers and the number of cars moved totaled 499,605, barely a 0.2% growth.

The growth in cargo is mainly due to the Automotive, Agricultural and Intermodal segments; the first saw an increase as a result of additional volume on longer routes and an increase in production, the second due to imports that increased to compensate for the decrease in local harvests, while the last due to the cross-border volume that has steadily increased and the increase in volume in Florida.

GMXT specified that the decreases occurred in segments such as Metals and Cement, which were affected by a market downturn and a slowdown in construction in the country.

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“Mexico has a cargo imbalance in some markets; it exports more than it imports from the United States, and that impacts us with cross-border tariffs . Depending on the routes, we need to know if we’re going to be cheap, if we’re going to help with empty return flights, or where we’re going to jump in line if it’s oversold,” said Luis Felipe González, Vice President of Customer Solutions for EASO and Hub Group .

During his participation in Container Week , organized by the Mexican Association of Intermodal Transport (AMTI) , he added that the reduction in capacity of B1 operators, the insecurity in some corridors in Mexico, among other factors, also impact intermodal transport.

Regarding the high level of capacity for land transport in the United States, he explained that this situation leads to low intermodal rates , while “the rhetoric of the President of the United States, Donald Trump, changes every day and affects us.”

At the event, he indicated that the shortage of road transport for certain markets, such as in the port of Lázaro Cárdenas, gave rise to a phenomenon in the arrival of automobiles of Chinese origin, since they were moved through containers .

He also pointed out that fuel and other ancillary costs are included in the fares for this mode of transport. However, he mentioned that compared to trucking, they offer stable annual fares, more consistent transit times, and more cost-effective door-to-door service.

He reported that, according to AMTI data, for the first half of this year, cross-border intermodal grew 17%, while domestic intermodal grew 7%, and maritime intermodal registered a drop of 8%.

“Domestic freight has grown strongly in recent years. It slowed down in 2021, but in 2022, 2023, and 2024, while the total volume of cargo may still be low, it remains one of the fastest-growing segments in terms of percentage. We’ve struggled quite a bit to recover volumes in cross-border freight due to the dynamics of the relationship with the United States. As for maritime intermodal freight, the pandemic and the Long Beach port closure had a positive effect, causing many cargo flows from China to North America to shift to Lázaro Cárdenas and Manzanillo,” he emphasized.

Luis Felipe González predicts a good end to the year for this mode of transport .

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El cargo What factors impact intermodal transport rates? apareció primero en T21.