When work decreases, investment decisions also become tighter; for owner-operators and small businesses , adding another unit to the fleet means allocating resources that need to be returned to the operation in the form of kilometers and income, so a lower level of activity also ends up curbing the purchase of vehicles.

This reality now affects both the new and used truck markets. Arturo Gómez, director of SARMW —a firm specializing in leasing, sales, and maintenance services for the transportation industry—explained that the decrease in activity among some of its clients has restricted purchases, particularly among owner-operators and small businesses, the company’s main target segments.

The segment in question has a significant weight within the sector. As of June 2026, micro-enterprises with between one and five units represented 79.8% of federal freight transport companies , totaling 182,347 companies and 341,155 vehicles, according to data from the General Directorate of Federal Motor Transport (DGAF) of the Ministry of Infrastructure, Communications and Transportation (SICT) .

According to Gómez, part of the pressure this market faces is related to the dynamics of these carriers themselves, whose business may depend on supplemental work from larger companies. When that volume decreases, the possibility of adding another vehicle is also restricted.

He commented that they are looking to join the operation without the buyer having to allocate additional resources immediately.

Logic becomes relevant in a segment particularly sensitive to working capital. Arturo Gómez explained that most of these units are acquired through financing , so buying a vehicle that then remains out of service due to a breakdown can become an additional burden for the carrier.

“If you deliver a unit of very good quality, in very good condition, even though it is a second-hand unit, you guarantee that it will not lose capital and will start generating profits. So, that’s what we’re betting on,” he said.

Although cost remains a determining factor when buying a used car, for Gómez the decision now involves more elements: quality, support, warranty, financing and, particularly, that the chosen vehicle corresponds to the operation that will be carried out.

“Price is important, but if you offer a quality product, provide financial support, and can also advise the customer on choosing the right unit for their application, you definitely have a winning offer,” he stated.

Purchasing behavior also has its own timeline. Among owner-operators and small businesses served by SARMW, acquiring a second unit can take more than six months , while the carrier raises the necessary capital again.

This is where after-sales support becomes crucial for the company. Gómez stated that most of their customers return and explained that during this period they strive to maintain support so that, when the buyer has the capacity to purchase another vehicle, they will return to the company.

But behind the second-hand market there is also another need: to replace vehicles that have been in operation for years when buying a new one remains out of reach for some transporters.

“It’s very difficult for a truck driver to acquire new equipment,” he acknowledged. Given this reality, SARMW aims to offer newer model year and refurbished units, as well as financing options that allow carriers to leverage their existing equipment and reduce the initial outlay.

The company’s offering primarily consists of tractor-trailer trucks from 2007 to 2019 or 2020 models , as well as dump trucks, short- and long-haul vehicles, and various sleeper configurations. It has also begun releasing trailers from its rental pool to complement its powertrain and trailer inventory.

SARMW has approximately 100 trucks in its inventory for sale , of which 25 to 30 have already been refurbished to the company’s standards . These units come primarily from the group’s own operations, in addition to acquired equipment that is subsequently refurbished before being returned to the market.

This year, the expectation is to move between 70 and 80 trucks , compared to an ideal scenario of between 120 and 150 units annually, Gómez commented.

The company is also looking to expand its reach beyond the northeast of the country, where a large portion of its customers are currently concentrated. Gómez noted that they operate a sales point in the Mexico City metropolitan area, have locations in Querétaro, recently opened a location in Chihuahua, and are looking to expand into the southeast of the country.

SARMW Truck Fest 2026, from pre-owned to business

Part of that commercial strategy took shape on August 13 during the SARMW Truck Fest 2026 , held in Allende, Nuevo León, a meeting designed to bring together in one space customers, suppliers and allies around the purchase of units and the solutions that accompany their operation.

Prior to the meeting, SARMW expected the attendance of more than 250 registered clients and planned to turn the activity into a transactional event, that is, that attendees would not only learn about the vehicles, but could also complete transactions during the day.

The offerings weren’t limited to trucks. Suppliers and partners participated with solutions, spare parts, and benefits for carriers, in addition to activities and raffles throughout the event. The Truck Fest itself featured pre-owned tractor-trailers, transportation equipment, promotions, consulting, and financing options.

SARMW also brought together its commercial, technical and operations teams, as well as financial support, during the event, with the intention that a customer could find a unit, review credit alternatives and move forward with the transaction all in one place.

And some units ended the day changing hands. Among the transactions carried out during Truck Fest were the delivery of units to  carriers from the region, as well as from Durango, Veracruz, the Bajío, central, and southeastern Mexico .

Thus, in a year where the market demands careful consideration of every investment decision, SARMW is betting that the used truck is not just the truck that someone else stopped using, but an asset that can return to the road, start producing, and become a renewal alternative for those who still find the possibility of owning a brand-new unit far off.

Comment and follow us on LinkedIn:  @Karina Quintero  /  @GrupoT21

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The renewal of the trucking fleet has returned to the forefront of the public agenda. Amidst pressure from operating costs, an aging fleet, and environmental regulations, the federal government presented an immediate action plan to protect the heavy vehicle industry in Mexico .

The plan aims at a dual objective: to boost domestic production of vehicles and improve the sector’s operating conditions , while also making progress in reducing emissions and improving road safety, commented Marcelo Ebrard, head of the Ministry of Economy (SE) .

In Thursday’s morning press conference, Ebrard explained that the program is structured around four pillars: tax incentives from the Mexico Plan , reactivation of the guarantee scheme, a new Official Mexican Standard on safety, and the updating of estimated prices for the importation of used heavy vehicles. 

Beyond the instruments themselves, the message was also reflected in the composition of the panel. The presence of Elías Dip, president of the National Confederation of Mexican Carriers (Conatram) , along with Augusto Ramos, president of the National Chamber of Freight Transportation (Canacar) ; Virginia Olalde, executive director of the National Chamber of Passenger and Tourism Transportation (Canapat) ; Guillermo Rosales Zárate, executive president of the  Mexican Association of Automotive Distributors (AMDA) ; and Rogelio Arzate, executive president of the National Association of Bus, Truck, and Tractor-Trailer Manufacturers (ANPACT) , demonstrated that the program’s scope seeks to cover the entire spectrum of the transportation industry , not just one segment of the sector.

This integration also pointed to a necessary coordination to advance in the renewal of the vehicle fleet.

Incentives, financing and regulation: the package

The tax component is presented as one of the main drivers. The program will allow companies to deduct the investment in the purchase of heavy vehicles in a single year , instead of over a period of up to four years, which immediately improves cash flow for businesses.

To this end, two billion pesos (MXN) will be allocated to incentivize the purchase of vehicles produced or assembled in Mexico. In the example presented, the purchase of a vehicle valued at three million pesos (MXN) would allow for a deduction of up to two million five hundred and eighty thousand pesos (MXN) in the same fiscal year.

This scheme is complemented by the reactivation of the guarantee program , focused mainly on micro and small transport companies, as well as the so-called “man truck driver”, with the aim of facilitating access to financing, Ebrard explained.

For this sector, there is an initial fund of 250 million pesos , which will allow the acquisition of new units to be triggered through the support of development banks, said the federal official.

In parallel, the program includes the development of a new Official Mexican Standard on safety devices, which will apply to both new and used vehicles, national or imported, with the aim of raising standards on the road network.

The emphasis is in response to a context where around 30,000 accidents involving heavy vehicles are recorded annually, according to Ebrard, in addition to estimated emissions of between six and eight million tons of carbon dioxide (CO₂) per year.

The fourth focus is on updating estimated prices for the import of used heavy vehicles, with the aim of avoiding market distortions, particularly due to practices such as the undervaluation of units and non-compliance with regulations , which seeks to establish equitable competitive conditions for the national industry.

Industry: urgent renewal and a signal to the market

The strategy is designed as a cross-cutting measure. According to Rogelio Arzate, approximately 200,000 direct and indirect jobs depend on this industry, making trucking one of the cornerstones of the Mexican economy.

Speaking on behalf of the sector, Arzate acknowledged the announcement as a strategic decision for the country and stressed the urgency of moving forward with the modernization of the vehicle fleet.

The fleet of heavy vehicles in Mexico has an average age of 19 years, which reinforces the need to accelerate its renewal, he noted.

The executive stressed that this transition has direct impacts on road safety, by incorporating more advanced technologies that protect operators, passengers and pedestrians, as well as reducing polluting emissions.

He also highlighted that the program will strengthen the productivity of the trucking industry and support micro and small businesses, particularly those facing greater barriers to accessing financing.

From an industrial perspective, the package also sends a signal about strengthening domestic content . Currently, the sector has 64% regional content, with 14% of that originating in Mexico, and there is a goal to increase this share by 2027.

With this, the program aims not only to renew fleets, but also to consolidate a more competitive ecosystem, with greater local integration and development of suppliers in the country.

Comment and follow us on LinkedIn:  @Karina Quintero  /  @GrupoT21

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In Allende, Nuevo León, where trucking is an integral part of daily life , a story began that still moves on wheels. In 1977, José Antonio Cavazos Garza took the first step with a large truck and a bulk trailer , transporting onions, oranges, watermelons, grains, and seeds across the country. It was the beginning of a journey that progressed trip after trip, with the discipline and responsibility that defined his career as a “truck driver.”

By 1980, with a Kenworth trailer already in operation, the business gained momentum and charted a course that would eventually become a company. That moment arrived in 1990, when Cavazos Garza officially established ALCA Transportes , maintaining its base in Allende and expanding its operations to Zacatecas, Colima, Tlaxcala, Salamanca, and Chihuahua, in addition to establishing a presence in the main ports to handle imports and exports.

ALCA’s evolution has been constant. Today, as the ALCA Transport Group, its focus on quality, compliance, safety, punctuality, traceability, and personalized service has become its hallmark.

So did its infrastructure: facilities suitable for each area, units that were physically and mechanically verified, and renewal policies that allow for keeping the latest model equipment in service.

Operator training is another key element: medical and roadside assistance supported by experts, along with a defined onboarding process, strengthens daily operations.

With the goal of consolidating its position as the national leader in transportation and logistics, the company promotes continuous improvement through management systems that enhance operational efficiency. ALCA holds current ISO 9001 quality certification.

Although its beginnings were in the transport of grain and seeds, the company expanded its offering to dry box, flatbeds and curtain-sided flatbeds, in single and full mode .

Their renewal policy has allowed them to maintain an average age of three years for tractor-trailer trucks , a decision that guarantees equipment in optimal condition for operators and confidence for customers who entrust their goods to the company.

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Currently, 80.7% of the freight transport companies registered with the Secretariat of Infrastructure, Communications and Transport (SICT) belong to the truck driver (from one to five units), this type of entrepreneur accumulates 22.9% of the fleet, according to figures to 2023 from the Basic Statistics of Federal Motor Transport.

Small companies represent 16.4%, medium-sized companies 2.2% and large companies 0.7% of the total number of companies. However, the latter own 30.8% of the total national fleet, which totaled 1,331,921 units at the end of last year.

Due to their nature and creation processes, the vast majority of freight transportation companies are family organizations run by a single person who operates the entire company, either on an empirical basis or through an academic preparation process.

Under the shelter and strict supervision of their founder, many of these companies have achieved financial success and prestige with their clients . Taking this into account, it is “normal” that trucking companies continue to operate as they have done until now, as organizations with a family structure.

Strictly speaking, and if we stick to the results, changing from a family-owned transportation company to one with corporate governance can be considered almost unnecessary.

However, transportation has faced profound changes in recent years. Einar Palomino, CEO of VI Human and President of Drive is Great, commented that this evolution has been stimulated by the ability of companies to establish financial guidelines that help them guarantee healthy finances, and subsequently, guidelines for continuity in terms of their capacity for growth based on controlled leverage.

Palomino explained that the second factor that today forces us to open the window of change is the training of new and good operators . “Transportation per se becomes a financial and people business. Whoever has the ability to have a financial vision, accompanied by the ability to have the right people behind the wheel, has guaranteed continuity,” he said.

Although applying the good practices of an institutionalized company may seem far away for companies under the truck-man scheme, it may not be so far away for small companies that at some point in their history have begun to distinguish the implementation of new structures , the acquisition of digitalization and technology tools.

“These types of companies are the ones that are beginning to be candidates for establishing a different way of working and it is precisely at this point that the transformation of family transport companies into companies under corporate governance can take place. Although strictly speaking there is no defined size of company or fleet for an institutionalization model to be incorporated,” says the general director of VI Human and president of Drive is Great.

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The aging of transport fleets in Mexico is becoming an urgent challenge for the sustainability and competitiveness of the sector , with 59.5% of tractor-trailers being over 15 years old. The problem extends beyond transport, directly impacting the environment, according to Daniel Ortiz, co-founder of TraPaPe . 

Furthermore, this situation affects independent transporters , known as “truck men”, whose traditional figure, according to Ortiz, is disappearing due to the difficulties in modernizing their units and adapting to the demands of an increasingly competitive market. 

In an interview with T21, Ortiz explained that the current conditions of transport have marginalized these small operators. 

“Many of them no longer exist as such, or have migrated to having five to ten trucks. If they do not update their fleets, they are destined to disappear from the market,” said the co-founder of TraPaPe. 

According to Ortiz, the business model of these transporters has been to maintain the vehicles until they stop working , which prevents them from growing or competing in a market that is moving towards modernization. 

He also commented that access to financing is the main obstacle for this segment , which has historically been excluded from traditional credit systems. 

“Large companies have understood that transport is a financial business, but small operators do not have access to these opportunities due to criteria that do not reflect their operational capacity,” Ortiz explained. 

For him, this exclusion perpetuates informality and the lack of competitiveness in the sector. 

The lack of renewal of units also has environmental and social implications. Older trucks generate more polluting emissions, affecting air quality and public health. 

In addition, operating obsolete vehicles entails greater risks for transporters and road users. Ortiz stressed that modernizing fleets not only reduces greenhouse gas emissions, but also improves the quality of life of operators by offering safer and more efficient vehicles. 

Although the problem affects the entire sector, the solution seems more complex for small transporters . Ortiz indicated that in Mexico there is no accessible financing model for these actors, which limits the updating of fleets. 

However, he added that it is essential that this segment finds ways to be included in a more formal system. 

“If they don’t update themselves, they will continue to be pushed out of the market,” he warned. 

The reality of Mexican land transport is not only a problem of competitiveness, but also of environmental and economic impact. 

With 86.2% of goods moving by road, fleet obsolescence represents a large-scale challenge that requires comprehensive and urgent solutions, as Ortiz points out. 

In the words of Isabel Studer, president of global sustainability, quoted by Ortiz, “Mexico urgently needs innovative financing to modernize its fleet.”

Without a structural change in the model of access to credit and the modernization of the units, the country risks not only the growth of the sector, but also its ability to meet international sustainability standards, he added. 

Along these lines, Daniel Ortiz commented that TraPaPe is offering a solution that not only renews trucks.

“We help transporters to have a better quality of life and contribute to a more competitive and sustainable industry,” Ortiz said.

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