Between machines over 70 years old that still participate in the manufacture of the historic 084 model and an operation that today must respond to TikTok Shop, marketplaces , physical stores and deliveries with precise time windows, Panam is going through one of the deepest transformations in its recent history in 2026.

The Mexican brand closed its main factory in Cuautitlán Izcalli, State of Mexico, this year and moved its production to Guanajuato . At the same time, it is reorganizing its distribution network to serve its own stores, franchises, retailers , and digital channels, where e-commerce already accounts for 20% of sales.

The transition encapsulates the challenge of a company born in the 1960s around school footwear and now competing against global brands , new platforms and a growing Asian offering.

“We started as a brand focused on school shoes,” Karla López, Ecommerce Manager at Grupo Panam, explained to T21. That origin remains in the 084 model, which continues to be among the best-selling shoes on digital platforms, in physical stores, and through retailers .

Currently, there are three main versions of the 084 shoe, representing approximately 35% of production. However, the company offers over 500 shoe models and began developing additional categories in 2018.

This growth also increased the complexity of the product. Until this year, Panam maintained its main factory in Cuautitlán Izcalli, while a large portion of its manufacturers and material suppliers were located in León. In 2026, it closed the plant in the State of Mexico and concentrated its production operations in Guanajuato, where it works with more than 10 manufacturers.

“2026 has been the important change for Panam in terms of production,” López acknowledges.

The decision is based on logistical logic: moving production to where materials and manufacturers were already located optimizes transportation and costs. Once the footwear is finished, Panam consolidates the models in its own warehouse in León, certifies their quality, and then transports the product to Cubbo’s warehouses, from where it is distributed to physical stores and digital channels.

The change coincides with another transformation that began years earlier: digitalization. Panam ventured into e-commerce around 2018. The pandemic accelerated the process, and in 2020 it sought a provider capable of processing and delivering orders while stores faced restrictions.

This marked the beginning of their first relationship with Cubbo , focused on e -commerce fulfillment . Panam maintains that, after structuring this operation and supporting it with commercial and marketing strategies, the platform experienced a growth of 400 percent .

Today the scale is different. According to López, the online store is roughly equivalent to the volume of 10 to 12 physical stores. In the business’s composition, e -commerce contributes 20% of sales , physical stores 30%, and the remaining 50% corresponds to other channels.

But selling through multiple locations creates a problem: each storefront requires inventory , order fulfillment, transportation, traceability, and a delivery guarantee. That’s where the second story between Panam and Cubbo begins.

Cubbo had a strong focus on e-commerce . When Panam needed to expand its service to its physical stores, the provider didn’t have that capability. The brand decided to discontinue its Cubbo service for approximately a year.

“ Cubbo realized with Panam that being the most technologically advanced company doesn’t necessarily guarantee customer retention,” says Armando Palma, Head of Expansion & New Verticals Ecommerce at Cubbo. This experience led the operator to develop a solution that can handle the supply of stores, starting with individual digital orders.

The operational difference is substantial. An e-commerce order typically involves between one and three items; a store order can exceed five thousand. Delivering to a shopping mall also requires specific vehicles, specific schedules, and processes for transporting the merchandise to the store.

A delay can mean missing the window and not receiving your order until the next day. For a brand launching a campaign or collection, that can translate into lost sales. Therefore, the key indicators are fill rate and on-time delivery : fulfilling all orders and delivering them at the agreed-upon time.

Panam’s omnichannel strategy is still under development. Cubbo distributes to physical stores and manages digital channels, while Panam handles direct deliveries to retailers . The intention is that the operator will later also be able to take on the B2B ( business-to-business ) side .

The operation requires anticipating which products each location will need. Panam works with forecasts based on seasonality, promotions, new product launches, and past performance. This is no small feat for a company that launches two major collections a year and aims to introduce five to six new styles per week. Store space is limited, so maintaining availability means constant restocking.

Returns reveal another side of the strategy. Panam registers around 6% in e-commerce and marketplaces . Part of this stems from the sizing of some products, particularly the 084, whose historical pattern has a peculiarity that may require choosing a different size than usual.

When a return occurs, having physical stores can be an advantage. If a customer bought online and needs to exchange a size, color, or model, Panam can invite them to make the exchange directly in a store.

“What we have identified is that those who buy on e-commerce sometimes do not know about physical stores and vice versa,” López points out.

In this way, the company avoids paying for return shipping in some cases and brings the online consumer closer to the physical store. A purchase begins online but can be completed in-store: a concrete example of the integration that Panam seeks to build.

All of this is happening at a less predictable time for consumer spending. López points out that Panam maintained significant growth until 2025 , while 2026 has shown a different trend. Even during the World Cup, when he expected greater activity, the response fell short of expectations, and some retailers even canceled products due to the volatility.

Added to this is Asian competition. Panam identifies pressure not only from international brands, but also from cloned products capable of replicating trends at lower prices. Its response has been to deepen collaborations and special editions with brands such as Victoria beer, Indio, Totis, and Bachoco.

The strategy seeks out what is most difficult to copy, but it demands a supply chain capable of responding quickly . Each launch requires coordinating production, inventory, campaigns, and availability across different channels.

Therefore, logistics is taking on a different role within Panam. It is no longer limited to moving boxes from a factory to a store: it must connect a reorganized production in Guanajuato with hundreds of retail outlets, marketplaces , and consumers who expect availability and accurate deliveries.

Panam isn’t abandoning the 084 model to enter the digital world. It’s trying to adapt that tradition to a commercial system where the boundary between store and screen becomes increasingly blurred.

The transformation is not yet complete. Cubbo may later incorporate distribution to retailers , while Panam will continue expanding its stores in shopping malls and seek new marketplaces . The test will be whether this network can operate as a single, seamless consumer experience.

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El cargo Panam reconfigures its supply chain: from 084 to omnichannel apareció primero en T21.

With rising costs, volatile diesel prices, road safety issues, and increasing service demands, the relationship between cargo owners and transport companies has ceased to be merely transactional and has become a strategic alliance .

During the panel “ Perfect Storm: Transportation Competitiveness vs. Availability and Service Level” , organized by the National Council of Executives in Logistics and Supply Chain (ConaLog) , specialists agreed that, in the face of current pressures, the key is not to reduce rates, but to find efficiencies that allow preserving service and profitability .

Francisco Rodríguez, Logistics Director at Colgate-Palmolive , explained that, from the perspective of a company like Colgate, the indicators are grouped into three main blocks: service, costs, and planning.

“The most important indicator for the company will always be sales. In logistics, we focus on how well we serve the customer, what our cost is, and how accurate our planning is,” he said.

For his part, Pablo Ocampo, CEO of Grupo MexAmerik , emphasized that for a transportation company, asset productivity is essential.

“We need the units to be running fully loaded. Profitability is linked to reducing empty kilometers and controlling costs, with diesel being one of the most important factors,” he commented.

Alejandro Hernández, an independent consultant, added that asset utilization and waste elimination are fundamental.

“We need to focus on the cost to serve per customer, per channel, and per product. Not all services require the same infrastructure or the same level of attention,” he said.

Long-term relationships, the formula for ensuring capacity

Rodríguez explained that Colgate has evolved from a transactional model to one of collaboration with its logistics providers.

“We want our partners to make money. We share information and visibility so they can better plan and manage their resources,” he emphasized.

Grupo MexAmerik, which has a 28-year relationship with Colgate, seeks to balance high and low seasons through a diversified portfolio of clients.

“What we are looking for are business partners with whom we can work hand in hand and generate value,” Ocampo stated.

Based on Sony ‘s experience , Alejandro Hernández explained that having a supplier segmentation strategy ensures availability.

“I had carriers A, B, C and even new players that I was developing. That combination is what allows you to not run out of transport,” he commented.

One of the main topics discussed was the increase in the price of diesel and its impact on tariffs.

For Pablo Ocampo, fuel represents between 30% and 40% of the income from a trip.

“There is no legal way to absorb such a sharp increase without making adjustments. A company that fails to do so is destined to disappear,” he warned.

However, the panelists agreed that the cost should not be analyzed solely from the perspective of the tariff .

“When a carrier demonstrates to us, with data, that a customer takes 48 hours to unload a unit, the conversation stops being about price and becomes a discussion about efficiency,” Rodríguez explained.

Reducing loading and unloading times benefits everyone: it improves asset utilization, reduces costs, and raises the level of service.

“I prefer to adjust the price a little to ensure service rather than face spot rates or run out of capacity when the customer needs me,” added the Colgate-Palmolive executive.

Alejandro Hernández pointed out that there are also alternatives such as making advance payments to suppliers or even sharing capacity between companies.

“With Sony, we were able to share rides with other companies to make better use of space and reduce costs without affecting the service,” he said.

Technology and security

The panelists agreed that digitization and information analysis are fundamental to facing disruptions.

Ocampo highlighted that the integration of GPS, telemetry, cameras and control towers allows for a response to road closures, robberies or incidents.

“Travel isn’t perfect, but we can measure incidents and work continuously to minimize them,” he explained.

Rodríguez added that dashboards and analytics allow for healthier conversations with clients and internal departments.

Road safety was also part of the conversation. Francisco Rodríguez summarized the strategy in three pillars: prevention, intelligence, and technology .

“We need to identify the highest risk points and work with information to reduce exposure,” he explained.

Pablo Ocampo emphasized that long waits at toll booths and distribution centers represent critical moments.

“We can’t control everything, but we can plan better and avoid being in the wrong place at the wrong time,” he commented.

Alejandro Hernández added that many robberies originate from information leaks.

“We need to map who has access to the data and avoid sharing unnecessary information. Many thefts are planned,” he said.

The participants also called for consideration of the human factor.

“An operator is a person. You can’t ask them to travel 600 kilometers without stopping. You have to make travel plans and define where they will stop safely,” Ocampo pointed out.

4PLs still face challenges in Mexico

Opinions on the role of 4PL logistics operators were diverse.

Rodríguez explained that Colgate uses this model in the United States, but he believes that in Mexico there are not yet sufficient capabilities to replicate it throughout its operations.

“We review it every year, but it’s not the right time yet,” he said.

Hernández shared that he has had both successful and unsuccessful experiences with this type of scheme.

“You can’t hand everything over to a single player. The important thing is to identify where it adds value and where it’s best to maintain direct relationships with the transport companies,” he commented.

For the participants, the logistics function has gained importance within organizations.

“Years ago, these decisions were made at a different level. Today, when there is no transportation, the issue reaches senior management,” Pablo Ocampo pointed out.

In an environment that participants described as a “perfect storm”, competitiveness will not be achieved through price wars, but through long-term relationships , transparency, information sharing and a joint search for efficiencies between shippers and carriers.

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El cargo The “perfect storm” necessitates strengthening collaboration in the logistics sector apareció primero en T21.

Faced with the challenges of intermodal and multimodal transport in Mexico, the National Association of Private Transport (ANTP) proposed the implementation of a checklist , the definition of clear management and risk criteria, and compliance with these processes to guarantee better operations.

In addition, ensuring end-to-end visibility and operational control , standardizing pre-contract authorization, and establishing performance indicators, among other factors.

Francisco Kim, vice president of the Multimodal Sector of the ANTP, said that these criteria must be applied prior to contracting to prevent failure, payment of penalties, impacts on the level of service, and to improve risk control.

“ The multimodal and intermodal experience can be improved with planning ; this is the foundation for its success and is the approach we see at ANTP: service design prior to any movement. The checklist contains the entire service design and verifies that we are complying with all the specifications or procedures for a successful shipment,” he stated.

During her participation in the panel Operational Architecture and Service Design in Multimodal Environments , within the framework of The Logistics World Summit & Expo, she specified that among the challenges of the sector is the coupling between the user and the logistics operator , development of infrastructure – such as corridors, ramps and transshipment terminals – in addition to the capitalization of the reduction of polluting emissions.

Also, proper management of the CFDI (Digital Tax Receipt via Internet) and Waybill, visibility of the TMS operation (transport management), definition of maximum weights, distribution of the load within the container, actions to prevent cargo theft, professionalization of participants in logistics management, optimization of customs management, among others.

He reiterated that multimodal transport is one of the modes of transport that will give Mexico options at a time of evolution .

“The trade balance is very balanced and we are very positive with the United States; it is the moment for the country to take advantage of the opportunity,” he stressed.

In January 2026 alone, the value of bilateral trade between Mexico and the United States reached $74.105 billion , an increase of 6.5% compared to the same month in 2025, according to data from the  US Census Bureau .

Francisco Kim emphasized that establishing management and risk criteria will help ensure compliance with operations, but it will need to be approved by the logistics management.

“Every time a supply chain or a multimodal corridor is redesigned, the checklist must be done first . Multimodal transport is widely used in the United States, and here in Mexico we are just getting started. Sometimes things happen despite the planning, and we have to incorporate those protocols,” he emphasized.

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El cargo ANTP proposes criteria to improve operations in intermodal and multimodal transport apareció primero en T21.

Mexican company Mimpo Global Logistics has taken a key step in its internationalization strategy with the acquisition of Iberoforwarders , a move that marks its first inorganic operation in Spain since it entered that market in 2019. The decision is not minor: with it, the company seeks to consolidate its presence in a country that functions as an entry and exit gateway for trade flows between Europe and America, an area where competition is measured by operational capabilities, technological integration and geographic reach.

The goal is ambitious. With the integration of Iberoforwarders, Mimpo expects to achieve combined revenues of €40 million by 2025 , supported by a team of more than 60 professionals. Beyond the figure, the acquisition allows it to expand its operating capacity in a particularly sensitive segment: international maritime transport, which constitutes the core of both companies’ business.

The emphasis is on export and import traffic between Europe, Latin America, and the United States, strategic routes where Mimpo seeks to deepen its specialization. Similarly, the operation targets high-value-added vertical sectors such as industrial, commercial, and mass consumption, reflecting a deliberate attempt to gain ground in areas where margins are more competitive and integrated service makes the difference.

On the operational front, the merger provides a 3,000 m² warehouse equipped as a bonded warehouse , as well as national and international land transport services and specific solutions for the Canary Islands. This diversification provides Mimpo with broader coverage without losing focus on its core business lines: maritime, air, and land. This move balances expansion with specialization in a market that increasingly demands greater efficiency and traceability.

The management’s statement underscores this strategic shift. “This merger responds to a very clear strategy: to consolidate our activity in Spain and strengthen our position as a leading logistics operator in trade flows between the Americas and Europe. In just six years, we have built a solid and recognized brand, and now we are laying the foundations for a new, more ambitious and specialized phase of growth,” said Carlos Delfín, global CEO of Mimpo Global Logistics.

For his part, David Soto, Managing Director for Spain, highlighted the scope of the transaction: “This is a key strategic step for Mimpo Global Logistics in Spain. This move allows us to scale both in terms of capabilities and human resources, and positions us to continue growing in highly demanding logistics sectors , with a focus on maritime transport and integrated solutions for our clients.”

On Iberoforwarders’ side, the narrative is consistent. “Both companies share a very aligned vision of the business, which will facilitate a rapid and highly potential integration. This transaction offers us new growth opportunities and will be very beneficial for our clients ,” stated Jordi Esteve, CEO of the acquired firm.

The team integration process will begin shortly, focusing on operational synergies. The priority will be maritime transport with the Americas, where both companies have consolidated experience and prior business relationships. At this point, the continued presence of Iberoforwarders’ founding partners, including its CEO and Commercial Director Josep Miquel Esteve, will be key to ensuring continuity and market knowledge in this new phase.

Beyond the transaction itself, the operation reflects how Latin American logistics operators are seeking to gain a stronger foothold in Europe. For Mimpo, with more than 25 years of experience in international trade and a presence in Mexico, Spain, the United States, and Costa Rica, this acquisition represents the opportunity to deepen its specialization in the Americas-Europe connection, especially the Mexico-Spain link, which has been its strongest selling point.

The challenge now will be to capitalize on this strengthened presence in a highly competitive environment, where logistics margins are under pressure and digitalization imposes new rules of the game. The acquisition of Iberoforwarders gives Mimpo the tools to grow, but the real challenge will be to demonstrate that the integration translates into tangible added value for increasingly demanding customers and for supply chains that no longer tolerate inefficiencies.

(Photo: David Soto, general manager of Mimpo Global Logistics in Spain; Carlos Delfín, global CEO of Mimpo Global Logistics; and Jordi Esteve, CEO of Iberoforwarders).

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El cargo Mimpo Global Logistics grows in Europe with its first acquisition in Spain apareció primero en T21.

Global supply chains require logistics partners with extensive experience and operational capacity to navigate the current period shaken by a tariff war.

As countries navigate this new era that has generated uncertainty about the economy and the flow of cross-border merchandise, SUARDIAZ Group ‘s freight forwarding division is reported to be ready to assist companies across multiple productive sectors that need to move their cargo around the world.

With over 75 years of experience in the international market, this Spanish logistics integrator has developed a broad platform for key services,including talented personnel in various departments, strategically located assets, cutting-edge technology tailored to each type of cargo, strategic partners (suppliers) with a strong reputation, and a presence in major industrial and consumer hubs.

The most important factor in the market differentiators it offers is the optimization of companies’ supply chains, having developed extensive knowledge in the handling of different merchandise.

The company’s global growth led it to open offices in Mexico in 2017 , where it collaborates with companies in sectors such as textiles, fashion , retail, food and beverages, renewable energy (wind, solar, and combined cycle), hazardous materials , and automotive, among others.

It offers tailor-made or customized solutions to clients of any size , typically with medium- to long-term agreements.

The group of companies that make up SUARDIAZ Group allows it to have a significant presence in Europe, North Africa, Asia and America, with a broad portfolio of services (maritime transport of roll-on/roll-off cargo, multimodal transport, logistics consulting, warehousing, fuel supply, port terminals, railway terminal management, freight forwarding , among others).

In Mexico, they’re applying the same quality and compliance standards they currently have in Europe, and they have the knowledge, teams, and departments already familiar with it. If they want to implement a smart warehouse contract logistics solution tomorrow, they have teams capable of implementing that solution in Mexico, clearly adapted to market demands and the entire process required in the country.

Regardless of what is currently happening in the trade relationship between Mexico and the United States, they assure that they have the goal of continuing to grow in this country and in the future even use it as a logistics platform ( hub ) to link goods that have as final destination other countries in the Latin American region, although it already has a presence in Peru and is in the process of opening an office in the Dominican Republic.

They have the ability to adapt to each of these markets thanks to their global know-how and experience. The SUARDIAZ Group has been operating since 1943 , which has given them a unique understanding of how international transport works.

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El cargo SUARDIAZ Group, experience and capacity in a single global logistics ally apareció primero en T21.

The Association of Logistics Operators of Mexico (AOLM) announced on Monday the addition of Maersk to its ranks, a container integrated logistics company operating in 130 countries, providing services such as maritime transportation, terminals, and logistics.

“We are pleased to announce Maersk as our new associate. This new partnership represents a significant milestone in the ongoing expansion and strengthening of the association. Its integration will bring better practices and opportunities to boost the competitiveness of our members and the sector as a whole,” the association said in a statement.

Likewise, AOLM indicated that Maersk will bring its expertise and leadership, establishing new synergies and initiatives, reinforcing the association’s position as a leader in industry promotion and collaboration.

“As part of our vision to be a logistics service integrator, it is of utmost importance for Maersk Mexico to be a partner of AOLM and to have the opportunity to collaborate with you and your associates. We are convinced that this addition will bring great value and have a significant impact on the logistics operators industry, allowing us to participate in the exchange of ideas on logistics development in the country,” said Victor Soto, Head of Contract Logistics at Maersk.

AOLM indicated that they have bolstered their position as a core hub in logistics, bringing together prominent actors, fostering growth and excellence in this field.

A.P. Moller – Maersk has outlined the roadmap for physical infrastructure development and expansion in Mexico, a strategy that has gained momentum with the industrial nearshoring trend, primarily due to the demand for maritime services in import traffic to Mexico. For example, it plans to open more fulfillment centers for warehousing and distribution operations.

Currently, Maersk’s footprint covers more than 150,000 m2 throughout Mexico, with warehouses located in Mexico City, Tijuana, and Cuautitlán, and depots near the ports of Lázaro Cárdenas and Manzanillo, with expansion plans in Guadalajara and Monterrey, and expanding its land capabilities, with the aim of offering customers solutions for Mexico-United States cross-border trade.

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El cargo Maersk Joins Aolm apareció primero en T21.

As part of its environmental objectives, the logistics operator Intermerk has invested in equipping its 16 warehouses with rail tracks to shift from trucking to rail transportation.

Sergio Cruz, the company’s commercial director, explained that these actions aim to reduce the carbon footprint. Additionally, in partnership with Ferromex, they plan to implement this transition along the interpacific route.

“We are equipping many of our parks with rail tracks to begin a transition from trucks to rail. We have a partnership with Ferromex in the interpacific area, from the State of Mexico to Mexicali and Tijuana, aiming to replace a large percentage of the trucks we use with rail transport. This shows that our company is innovative and environmentally conscious,” he said.

In an interview with T21, he explained that for the Mexicali warehouse and the rail track, they invested 60 million pesos (mdp). For Manzanillo, the estimated investment is nearly 120 mdp due to its size, and it will be ready next year.

He detailed that the three logistics parks located in the central part of the country already have spurs, as well as those in Monterrey and Guadalajara.

He assured that these environmental actions also provide cost savings for customers and offer an alternative to the lack of capacity in trucking and drivers, as well as reducing the number of thefts.

“The cost has decreased for the customer. We have some who have had a 20% reduction in logistics costs due to our design. The only challenge is that planning must be very accurate. A truck from the center to Tijuana takes three days, while by rail it takes eight or nine days, but it’s worth the investment compared to the insecurity; it’s very profitable,” he indicated.

Sergio Cruz said that on the Mexico City to Mexicali route alone, they have replaced 90 boxcars, saving 270 trips per month.

“The advantage of intermodal transport is that we are a logistics operator, and instead of having just one customer giving us 10 trips daily, we have 10 customers, and we provide service to all of them,” he said.

He mentioned that they are analyzing new intermodal routes and “we are considering the interoceanic route to become one of the official logistics providers.”

He specified that the company has more than 150,000 square meters of warehouses, some dedicated to food, as well as retail services. They also handle operations at the ports of Coatzacoalcos, Veracruz, and Manzanillo, and manage the logistics of unloading ships for agribusiness and raw materials for their clients.

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El cargo Intermerk, From Trucking to Rail apareció primero en T21.