The saturation of the port of Manzanillo and the expansion work on the highway towards Colima are putting pressure on freight transport, generating congestion, longer travel times and additional costs for companies that depend on Mexico’s main commercial port, according to Yax Tzel Nolasco Gómez, president of the Manzanillo Freight Transporters Union (UTCM) .

According to UTCM , the combination of both factors has complicated the daily operations of carriers and is beginning to affect the entire logistics chain , from operators to importers and exporters.

“Today the port is experiencing considerable saturation, which has caused the collapse of each and every road leading to and from the port, as well as its entrance,” Nolasco noted.

He explained that congestion at the entrances forces cargo units to wait longer to enter or leave the port area, which increases operating costs and reduces the efficiency of freight transport.

Adding to this situation are the ongoing road widening works on the Manzanillo-Colima highway . According to Nolasco Gómez, one section has been under construction for over three and a half years without completion, while another recently began; however, both continue to cause problems due to a lack of signage, traffic coordination, and a more efficient response to congestion, particularly in the section known as La Salada .

The leader warned that these factors ultimately affect the country’s logistical competitiveness , as it is the port with the highest volume of containerized cargo in Mexico.

“We must not forget that, of every 10 containers that transit through the country, four enter through Manzanillo,” he stated, noting that any delay in this corridor affects the supply of goods for various productive sectors.

The disruptions to freight transport are occurring within a context of sustained growth in port activity. According to the National Port System Administration (Asipona) Manzanillo , between January and June of this year, the port handled 15.5 million tons of commercial cargo , a 4.9% increase compared to the same period in 2015. If total cargo is considered, including the movement of petroleum products, the volume reached 16.3 million tons , 5.5% more than last year.

This increase represents greater demand for the land infrastructure connecting the port to the rest of the country . During the same period, TEU (20-foot equivalent unit) traffic reached 2.07 million , 9.9% higher than in the same period of 2025, while vessel arrivals grew by 8.7% . These indicators imply a greater flow of goods and, consequently, increased traffic of freight trucks accessing the port area.

Regarding the surveillance of the corridor, he clarified that the problem is not the absence of the National Guard , but rather that the operational capacity is insufficient to handle the flow of vehicles that travel daily on the federal highway.

“Yes, there is a National Guard presence; the problem is that it’s not enough. We need more patrols and more support in terms of patrols,” he commented. He added that around eight thousand vehicles travel along this corridor daily , so he considered it necessary to strengthen the presence of authorities to respond more quickly to incidents and reduce disruptions to freight transport.

The need to strengthen coordination between authorities and stakeholders in the port community was also reflected in a document released by UTCM, in which the Manzanillo Customs Directorate proposes actions to address the congestion at the port’s entrances. According to information shared by the organization, these requested measures would involve the National Port System Administration (Asipona) Manzanillo , whose director general also chairs the Manzanillo Port Community (Copoma) .

According to UTCM, until the pending infrastructure is completed and measures are implemented to expedite access to the port, freight transport will continue to face delays that impact logistics competitiveness and Mexican foreign trade.

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Partner reliability , resilience, the response to road blockades, and the use of new technologies were some of the topics addressed in the panel ” Reshaping Mexico’s Supply Chain for a New Era of Automotive Trade ,” held within the framework of Automotive Logistics & Supply Chain

Peter Koltai, Senior Director of Production Control and Logistics at Volkswagen Mexico , highlighted the need for partners capable of reacting to adversities that may arise in the supply chain. He stressed that the most important thing is the reliability and transparency of information from partners , and gave the example of transferring Golf production to the Puebla plant.

“We need partners who are capable of reacting to unexpected situations. At Volkswagen, we will face an enormous challenge if we decide to transfer Golf production to Puebla. This will give the factory at least 50% more production at this stage. We will again require many logistics service providers to meet the requirements,” he noted

Regarding resilience, David Resetar, executive vice president and global vertical leader of DSV Global Transport and Logistics , noted that to mitigate volatility, such as that generated by tariffs, the key strategy is to buy where you build, and build where you sell. He explained that, although the global network is leveraged for planning, the focus is on localizing support and operations in the United States .

For his part, Víctor Salazar, director of operations at Trayecto , recommended preparing for market ups and downs and investing in technologies, citing as an example control tower software for both security and customer service . He added that his company has already tested electric vehicles and that 70% of the fleet will need to operate on alternative energy sources

Meanwhile, Raúl Gamboa, head of Logistics, Production Control and Production Systems at the BMW Group plant in San Luis Potosí, emphasized the importance of remodeling the logistics chain as a key element to face current challenges.

In conclusion, the specialists agreed that industries must know how to react to adversity, citing the highway blockades that have occurred in the country as an example ; they also pointed out that reliability and traceability will be fundamental pillars for the future of the automotive supply chain in Mexico.

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The story of Grupo RAMEbegins with a steering wheel and a dream . Its founder started as a local route operator and, after years of road experience, acquired his first tractor-trailer.

That step marked the beginning of a company that, over the years, would consolidate itself in Saltillo, Coahuila, as a benchmark in cargo transportation.

RAME’s growth stemmed from projects that required the addition of more than 100 federally licensed carriers. This support network allowed the company to transition from directly operating the units to focusing on service management and coordination.

“It was a major and important boost for Grupo RAME,” recalled Augusto Ramos, the company’s vice president.

The family spirit permeated the first years of operation. For a seven-year period, the company focused on serving the automotive sector with three-and-a-half-ton units that crossed into the United States and Canada , Ramos said.

On those routes, the company’s founder (his father), along with his mother, an uncle, and other operators, carried the loads directly, reflecting a 24/7 commitment that cemented RAME’s reputation, he explained.

Today, Grupo RAME has 185 units and three companies focused on federal public cargo transportation. Its specialty remains dry vans , which represent 80% of its operations, although it also offers flatbeds, curtainsiders, and lowboys .

Diversification has been key: around 35% of its activity remains in the automotive sector, while 60% is focused on imports and exports.

Ramos explained that, in addition to focusing on imports and exports , the company decided to strengthen its domestic market. “Returning to the domestic theme over the past two years has greatly helped us achieve strength and productivity,” he noted.

The group opened a transfer division in Laredo and Nuevo Laredo—border crossing service—as well as a “personnel transportation” area .

Additionally, its portfolio includes dry van management, warehouse and yard equipment rentals, and dedicated solutions for sectors requiring punctuality and constant monitoring.

The company also develops border crossings, transshipments, and direct integration schemes with client plants under the in-house model . These activities are complemented by 24/7 monitoring and door-to-door services, with the goal of ensuring continuity in the logistics chain , Ramos emphasized.

They also have vehicles ready to begin operations on the U.S. side, however, the project remains on hold while they wait for an economic recovery .

Regarding fleet renewal , 2024 was a year of caution, Ramos commented. Although the average age of vehicles is five years (an accepted standard in demanding sectors such as automotive and pharmaceutical), the company halted expansion and renewal investments to protect its finances.

“We know that we’ll weather this year of speculation without any problems, even with our clients,” Ramos explained.

These initiatives are accompanied by the incorporation of Artificial Intelligence (AI) tools that, far from replacing personnel, seek to support decision-making with more accurate information.

“We want our employees to feel at ease, to see technology as a support, not a threat,” he noted.

Beyond the numbers, the company’s essence remains tied to the values ​​that inspired its founding. The organizational culture maintains a sense of consistency: those who don’t share that vision eventually leave.

“Grupo RAME is one of the best companies in the sector for its commitment to quality, safety, and transparency, both with its employees and clients, and with the authority itself,” Ramos stated.

With family roots, an openness to innovation, and a well-thought-out diversification plan, RAME is preparing to face a challenging environment without losing sight of what has distinguished it since its inception: growth based on shared effort .

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