SAN PEDRO GARZA GARCÍA, NL – As automation, artificial intelligence, and industrial relocation redefine supply chains, the real challenge for companies is not technological, but human.

This was the consensus of experts at the panel entitled ” Binational Talent in Logistics 4.0: Dual Education, AI, and New Logistics Skills ,” held within the framework of the Transport and Logistics Meeting (ETYL) 2025, organized by T21.

The panelists shared a common vision: the future of logistics will depend on the ability to train, attract, and retain talent capable of working in digital, collaborative, and cross-border environments.

“Successful organizations will not be the smartest ones, but rather those that have the people capable of managing them,” said Fernando Alonso , managing partner of AGyl The Human Capital Capability , noting that technological advancement requires a rethinking of human competencies.

In his opinion, so-called Logistics 4.0 requires not only engineers or programmers, but also hybrid profiles with analytical thinking, adaptability, empathy, and business vision.

Iliana Gamiz , president of E2E Supply Chain , emphasized that dual education and collaboration between industry and academia are essential to closing the gap between what is taught and what the market demands.

“We need young people who learn by doing, who understand real-world operations, but also who master digital management,” he said.

From a binational perspective, Argenis Bauza, founder of Creativa Enterprise and former partner at KPMG , noted that nearshoring opens a historic opportunity to strengthen talent between Mexico and the United States.

“We are witnessing unprecedented labor integration, where the flow of knowledge and skills is as important as the flow of goods,” he said.

The specialist also emphasized the need for a shared vision on certification programs, bilingual training, and labor mobility policies that respond to the growing interdependence of both economies.

For his part, Alberto Luis Zatarain , managing director of GT+Logistics , noted that Artificial Intelligence (AI) and automation should not be seen as a threat, but rather as tools that amplify human capabilities.

“We cannot lose sight of the fact that behind every algorithm lies a human decision. The key is to develop leaders capable of making decisions based on data, but guided by values,” he emphasized.

The panelists agreed that the future of logistics will be digital, but it will only be sustainable if it is also human. Dual education, cross-border collaboration, and ongoing training are emerging as the pillars of binational talent that will drive regional competitiveness in the era of Logistics 4.0.

Comment and follow us on X:  @jenna_GH_ / @GrupoT21

El cargo Training people, not just processes: the new challenge of logistics apareció primero en T21.

The Mexican logistics industry is facing a perfect storm combining a shortage of specialized talent, high turnover, internal wage gaps, and new regulatory pressures , such as the reduction of the work week to 40 hours.

According to Maya Dadoo , CEO and co-founder of Worky , these factors not only affect the competitiveness of companies, but also directly impact logistics costs and, ultimately, the final price for the consumer.

“In logistics, we’re seeing pay gaps of up to 300% for the same role within the same company, and that’s brutal,” Dadoo said in an interview with T21.

Worky’s most recent study revealed that, within the logistics sector, salary gaps for the same position can reach up to 300% , a level of dispersion that erodes productivity, increases operating costs, and makes it difficult to retain talent.

For example, in the case of a logistics manager, the difference between the low and high salary percentile reaches 295 percent, for a logistics supervisor it is 280 percent, and for a specialized industrial engineer it is 229 percent.

At the top end of the pay scale, roles such as logistics planning specialists earn an average of 37,395 pesos per month; while, in contrast, critical roles such as transportation associates or field logistics specialists barely exceed 14,485 pesos, despite their direct impact on meeting operational goals.

In many cases, logistics assistants and supervisors earn between 9,100 and 12,700 pesos per month, barely above the minimum wage and with no commitment to goals or performance.

The root of the problem, he explained, lies in the lack of modern tools for recording, analyzing, and adjusting compensation. Many human resources departments in the sector still work with outdated systems , designed more than 15 years ago, without integration capabilities or customized reporting.

This lack of visibility means that a new employee can earn three times more than another in the same role, which fuels a vicious cycle : turnover in logistics is around 200% annually, and specialized talent jumps from company to company in search of better salaries, increasing operating costs, according to the specialist.

For Dadoo, the proposed reduction in working hours poses a major challenge for payroll administration in logistics, where payment schemes include multiple variables such as kilometers traveled, type of cargo, stops, and hours worked, among others.

“Payroll calculations in this sector are already complex and often done manually. With the reduction in working hours, overtime would skyrocket, and this would not only make the operation more expensive but also increase the possibility of errors,” he warned.

He added that companies will have to decide between paying more overtime or hiring more staff in a context where qualified talent is scarce, which will require redesigning shifts, providing intensive training, and strengthening career paths to retain the most experienced operators.

He also noted that turnover not only increases payroll costs but also increases logistics costs, as companies must constantly train and certify personnel, adding to other factors such as customs delays, health regulations, and supply issues.

According to the National Association of Private Transportation (ANTP) , logistical inefficiencies can increase operating costs by up to 30% , which translates into higher prices for the end consumer and a loss of competitiveness for companies.

“The end consumer ends up paying part of this additional cost, although companies are seeing their margins increasingly reduced,” Dadoo noted.

On the other hand, the arrival of companies through the nearshoring phenomenon (relocation of production lines) will increase demand for transportation and logistics, which for Dadoo represents a double opportunity that brings with it more business, but also greater pressure on an already saturated labor market.

Faced with this situation, Worky is promoting the adoption of software to optimize payroll, shift, attendance, and compensation management, as well as to integrate Artificial Intelligence into route planning and preventive maintenance.

“HR teams must stop operating in the dark. With real-time information and integrated systems, they can reduce turnover, optimize their workforce, and offer fairer and more competitive compensation plans,” Dadoo emphasized.

Comment and follow us on X:  @jenna_GH_  /  @GrupoT21

El cargo Wage gap and reduced working hours affect competitiveness in the logistics sector apareció primero en T21.

Originally from Mazatlán, Sinaloa, Osuna discovered his calling for logistics almost by accident, overhearing a conversation between friends that gave him the opportunity to join Skyline Shipping , a local company in Monterrey, and since then, he has traveled a path of constant growth and learning.

Jesús Osuna studied International Business in Monterrey, the city where he has built his professional and family life. At Skyline Shipping, he learned firsthand about logistics operations focused on Central America, the United States, and Canada.

Later, he joined Whirlpool , where he faced one of the biggest challenges of his career, the implementation of Penske as a 4PL operator in all Whirlpool Mexico plants , a project that required breaking down resistance, coordinating multiple areas, aligning processes and transforming the company’s logistics culture.

“It wasn’t just about convincing the logistics team; it was about transforming the mindset of the planners, the transporters, and the entire organization,” Osuna recalled.

The result was a successful project that generated immediate savings and laid the groundwork for new strategies.

One of his greatest achievements at Whirlpool was the creation of a Vendor Managed Inventory (VMI) warehouse in Apodaca, which reduced millions in costs resulting from expedited shipments and improved responsiveness to unexpected customer needs. This flexible solution gave Whirlpool a key competitive advantage.

After nearly five years at Whirlpool, Jesús Osuna took a leap toward an opportunity that would define his career: building the ground transportation department for Hellmann Worldwide Logistics in Mexico from scratch .

Osuna accepted the challenge of developing Hellmann’s land-based business from scratch in Mexico, with the promise of full support from the company.

What started with him alone and a handful of quotes evolved rapidly, and in five years, he formed a team of more than 50 people in the country , consolidated operations, and created a solid structure that is now replicated in Argentina, Brazil, Colombia, and the rest of the Americas.

Due to its success in the region, Osuna was promoted to vice president of ground transportation for all of the Americas, from Canada to Argentina. He currently leads the expansion of Hellmann’s ground service, with a special focus on North America, in a context where nearshoring and customer demands are driving investment in infrastructure, talent, and technology.

Passion for logistics and for life

Jesús lives logistics intensely and considers his ability to solve problems, adapt, and maintain a positive attitude to be his greatest strengths.

“I’m motivated by the adrenaline rush of critical shipments, the feeling of triumph when everything goes well. It’s like passing a test with a hundred points,” he confessed.

Outside of work, Osuna strives to balance her professional responsibilities with her family life and surround herself with friends.

Despite his 24/7 focus on work, he strives to keep his activities under control so he can start each day with clarity and without any issues.

Jesús Osuna envisions his long-term career with a view to continuing to grow toward a global role . Although he doesn’t rule out starting his own business in the future, for now he’s focused on strengthening Hellmann’s land operations and consolidating its expansion in the Americas.

His message to young people interested in logistics is: “ Studying is important, but what really makes the difference is getting involved early in real-life operations , experiencing the challenges, and experiencing the dynamics of international trade from the inside.”

“In logistics, you have to love the adrenaline rush, learn to balance chaos, and always find a way to solve problems. It’s a demanding career, but it also rewards you if you live it with passion,” he added.

Comment and follow us on X:  @jenna_GH_  /  @GrupoT21

El cargo Jesús Osuna, the architect of Hellmann’s land logistics in America apareció primero en T21.