Logistics costs in Mexico have ceased to be an operational issue and have become a structural problem affecting the country’s competitiveness, according to Javier Cendejas Meneses, president of the Mexican Business Council for Foreign Trade, Investment and Technology (Comce) Northeast chapter . He explained that while internationally logistics costs range between 5% and 35% of revenue, in Mexico they can reach up to 60% of sales .

“This is not just another expense. It is a factor that defines the very viability of competing in global markets,” he noted while presenting a diagnosis of the challenges facing Mexican foreign trade.

According to the analysis presented by the business organization, the transportation structure in Mexico reflects imbalances. 69% of exports and 46.7% of imports are transported by road , while ports handle 33% of imports.

However, these flows are not symmetrical. “Trucks leave full and return empty. Ships arrive loaded and leave with less volume. There is a clear inefficiency that we must correct,” Cendejas warned.

The diagnosis revealed a sustained deterioration in logistics-related costs. Between 2015 and 2025, transportation and storage costs increased by 72% , according to the National Producer Price Index (INPP) of the National Institute of Statistics and Geography (Inegi) .

“This is compounded by the 48.8% increase in fuel prices in recent years, as well as the accumulated impact of tolls, transportation services and other indirect costs,” Cendejas Meneses noted.

He explained that shipping a container from Shanghai to Manzanillo costs around $3,312 and takes 16 days . In contrast, transporting it from Manzanillo to Monterrey can cost over $4,500 for a 30-hour journey. With tolls and delays, the total cost rises to approximately $8,585. “The problem isn’t the distance, but how we manage the final logistical leg within the country,” he explained.

“The underlying message is clear: Mexico has a historic opportunity to integrate itself with greater leadership into global value chains, but that opportunity will not materialize if logistics continues to be a bottleneck,” he warned.

For Comce Noreste, this link —which connects the ports with the industrial centers— has become the most vulnerable point in the chain.

According to the study, in 16 years Mexico only increased by 0.1 points and fell back 10 places in the World Bank ‘s logistics performance ranking .

Faced with this situation, Cendejas proposed strengthening investment in infrastructure, advancing the digitization of processes, consolidating logistics corridors, and developing safe rest stops for carriers .

“Logistics is not an add-on. It is the bridge between what we produce and the market. Making its cost more competitive is a strategic decision for Mexico’s economic development,” explained the president of Comce Noreste.

Cendejas called for improved transport planning, optimized packaging , advance customs documentation, and more efficient inventory management.

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Logistics operations in Mexico face increasing pressures that force companies to rethink the management of their fleets, in an environment where costs, insecurity and operational efficiency have become determining factors, explained Luis Larrea, senior regional manager of Field Engineering at Samsara Mexico.

At The Logistics World Summit & Expo , Larrea explained that eight out of every ten products consumed in the country are transported through the logistics sector , while 72% of the national economy depends on foreign trade , highlighting the importance of trucking to economic activity. However, this dynamism coexists with rising costs: fuel prices have increased by 16.7% , while insurance premiums have risen between 15% and 20%.

Adding to this context is the issue of insecurity. Between January and October 2025, 5,200 robberies were recorded on Mexican highways , according to data from Samsara, with estimated losses of between 7 and 10 billion pesos annually.

Given this scenario, technological adoption is becoming increasingly important. Currently, 48% of fleets already use artificial intelligence (AI) , although its implementation requires clear objectives and a defined strategy to generate value in operations.

One of the main challenges remains fuel, which can represent between 30% and 50% of operating costs . In this respect, even marginal reductions can translate into significant impacts on profitability.

Operational visibility is positioned as a key element. Tools such as telematics, process digitization, in-cab cameras with alerts , operator training programs, and monitoring systems allow for improved operational control, optimized routes, and more efficient cost management, Larrea explained.

In particular, measuring idling speed and fuel consumption becomes critical . Identifying unnecessary expenses, analyzing driving habits, and differentiating between productive and unproductive idling allows for performance improvements, cost reductions, and real-time operational visibility.

Concrete examples reflect these benefits. Companies like Potosinos have reported a 23% increase in delivery time productivity , as well as a 20% reduction in fuel leaks and a 7% reduction in operator turnover .

In terms of fleet utilization , monitoring key performance indicators—such as productive hours, unit usage, maintenance, and route management—allows for progress toward more efficient operations. This translates into reduced operating costs, fewer units out of service, and improved asset management.

In this process, AI is positioned as a cross-cutting enabler that impacts various areas of the operation. From operators, with vehicle inspections, document interpretation, and in-cab monitoring, to maintenance and administrative teams, where this technology facilitates route management, report generation, invoicing, and order tracking.

The benefits are also reflected in financial and safety indicators. One example is PROAN , which achieved an 80% reduction in freight collection time and a 64% decrease in speeding violations , in an operation with more than 450 vehicles and over 70 years of experience .

Larrea emphasized that the combination of technology, data, and discipline in measuring indicators is emerging as the path to strengthening efficiency, reducing costs, and improving the competitiveness of the trucking industry in Mexico .

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Collaboration is not an added value, it is the only way for logistics to work in an increasingly demanding environment. This was one of the central ideas shared by influential women in the sector during the Collaborative Development in the Supply Chain breakfast , organized by the National Council of Logistics and Supply Chain Executives (ConaLog) .

Inflationary pressure, road insecurity, operator shortages, and new regulations are increasing the demands on the supply chain , said Alejandra Álvarez , director of Road Freight at TIBA Group.

Logistics costs have also skyrocketed not only because of rising fuel prices, but also because of the increased cost of spare parts, growing road insecurity, and the additional pressure generated by the relocation of production lines ( nearshoring ), Álvarez explained.

Furthermore, new regulations such as the requirement that operators speak English to enter the United States could become bottlenecks if not addressed in a timely manner, warned Alejandra Álvarez.

In light of this, he commented that the operations department needs to be in constant communication with the commercial, financial, and purchasing departments to maintain the system’s balance.

For Claudette Pier , Global Director of Operations at Grupo Porteo , logistics efficiency is built with specific actions, even when resources are limited.

That’s why he called for a review of KPIs (key performance indicators), training staff in emergency protocols, and questioning Incoterms (international terms of sale that define responsibilities between buyer and seller in the transportation of goods).

Pier also called for an end to short-termism : many companies are betting on Artificial Intelligence (AI) or sustainability without even having basic processes or well-defined indicators.

“Strategies often remain in a very pretty PowerPoint presentation, but they don’t reach the operational level,” Pier said.

He recalled that it is the operations area that generates real value for the customer: “High barriers to entry are not built by sales, they are built by operations.”

From the land and automotive trenches , Paola Favela , CEO of the ZEIT Group , emphasized that behind each area there must be a specialized process.

Your company decided to focus exclusively on 3PL services for that sector, and based on that, it structured six internal pillars: objectives, marketing, sales, purchasing, finance, and operations.

In that industry, Favela said, brand positioning is crucial to landing a sales appointment, even more so than price.

“If the customer has heard from you before, they’re 70% more likely to open your email or answer your call,” Favela emphasized.

He also emphasized that a technically trained sales team is more likely to close deals, and that without a solid accounting department to ensure cash flow, the chain simply grinds to a halt.

“All the gears must work. If one fails, everything stops,” Favela said.

Additionally, Karina Quezada , Demand Planning and CPFR Manager at Laboratorios Le Roy , highlighted the importance of building strong relationships with suppliers to address the sector’s daily challenges.

Based on his experience in the pharmaceutical industry, he emphasized that logistics operations cannot rely solely on internal processes: they require dialogue, mutual trust, and a shared long-term vision.

“If we don’t build true alliances with those who accompany us in the chain, any unforeseen event turns into a crisis,” Quezada warned.

The experts agreed that logistical resilience is not built with trendy rhetoric, but rather with organizational culture, horizontal leadership, defined processes, and a long-term vision.

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In an environment in which high regulations for imports and exports and logistics costs put the vast majority of small and medium-sized companies (SMEs) in check , having digitalization tools can be of great support for your business.

Luis Gerardo Díaz, CEO of Comtrade , highlighted in an interview that around 150 thousand companies carry out import and export activities in Mexico, of which 5% are large corporations, so 95% are SMEs that do not have access to financing or hire very expensive transportation.

“With integrated tools, you can do more automated audits, but above all, give SMEs solutions that integrate the different services, because many times they go with freight forwarding for the transportation part, but you also have to go with a customs agent, to They do not lend them financing, the challenge was to see how to lower all this for this sector,” he said.

He explained that Comtrade began with foreign trade services, for example, the issue of preventive advice so that companies did not fall into administrative errors when importing or exporting, however, as a result of the pandemic everything changed.

For this reason, they developed an integrated services platform for the supply chain , so that, for example, with the level of volume of their clients and operations, they could make better negotiations with suppliers and provide better rates for clients, which It mainly benefits SMEs.

Luis Gerardo Díaz explained that more than 90% of companies that are audited end up paying fines , either for not having complete documents, incorrect documents or bad tax calculations, so this platform also helps companies in trade compliance. , automated audits and analytics.

Likewise, Díaz explained that the platform highlights four main factors: regulation and documentation, so that everything is correct and that companies comply; the transportation part, having access to good suppliers; reduce risk through inspections or prior inspection at origin; and financing.

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After the different moments of disruption that have occurred over the last four years, especially with the pandemic, logistics costs in supply chains in the United States are decreasing, according to the State of Logistics 2024 from the Council of Supply Chain Management Professionals (CSCMP) , in conjunction with Penske and Kearney .

Josh Brogan, partner at Kearney, highlighted during the presentation that the study data is the result of a careful analysis of information, together with opinions from specialists in the logistics sector, which has allowed them to have an approach to the world of logistics.

“This report has a strong collaboration between the CSCMP party and Penske, providing an understanding of industry best practices to reach out to the broader community and provide information from the transportation provider’s point of view, through Penske, and from a combination of members and colleagues within CSCMP,” he said.

In this sense, the study showed that United States commercial logistics costs or USBLC (United State Business Logistics Costs) fell 10% to 2.4 trillion dollars or approximately 8.7% of GDP.

Brogan explained that this trend was seen coming after the impacts of covid in 2020, so logistics costs are now stabilizing in some modalities.

Storage costs decreased 13.9%, with historically high occupancy and rents, but declining rents and demand have created more difficult conditions than in previous years.

In the case of railways , costs fell 1.7%, mainly driven by intermodal transport , with profitability hit by a greater number of personnel, fuel and labor.

“Overall rail traffic has increased year over year, but what we see is an overall decline in revenue for Class 1 railroads – we saw a 2% decline in revenue, which translates to an 11% decline in operating income, driven by small increases in volume. Intermodal volumes have decreased considerably, 6% less than in 2022, resulting in a negative result overall, so the outlook for rail remains positive,” said Josh Brogan.The specialist added that the use of cross-border railways is beginning to be seen for different activities, such as manufacturing and localized production, so the rails benefit from that.

For its part, the cost of land transportation by truck decreased by 8.6%, as demand remains weak and capacity remains stable. Market exits in the face of weak demand are present, but at lower levels than expected.

Air freight , which has benefited in recent years from e-commerce, declined by 15.4% as cargo capacity in the bellies of passenger planes comes online and ocean carriers pivot to air cargo.

“For air travel we saw a double-digit decline in total spending in this mode and this comes from relatively high rates on the 20th, 21st and 2022, we saw those rates decrease to some extent in 2022, but we really saw them decrease in 2023 , and 2024 is starting to look a lot like 2023, we hope that there may be greater interest in air transport as we see disruptions in maritime mode,” Brogan noted.

For its part, spending on maritime transportation decreased by 64.2%, mainly due to the normalization of inflation in maritime rates and the reduction in container traffic.

“From a macroeconomic perspective, we are seeing that growth is expected to remain relatively weak until the end of the decade, this is a central driver of logistics activity, when the economy grows obviously so does the demand for logistics services,” said Josh Brogan.

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