Celebrating 90 years of progress in 2026, the Port of Brownsville has transformed a bold vision into an economic powerhouse , securing billions of dollars in private investment and cementing itself as one of the fastest-growing manufacturing and logistics hubs in Texas.

Established by voters in 1928 and officially opened in 1936, the port transformed the southernmost tip of Texas from an agricultural economy into a gateway for global trade. The construction of the Brownsville Ship Canal during the Great Depression connected the Rio Grande Valley to the Gulf of Mexico and laid the groundwork for decades of industrial expansion.

From its early years, the port evolved from handling agricultural products and earning the title of “Number One Cotton Exporter in the Nation” to managing grains and shrimp, eventually becoming a diversified logistics hub supporting the steel, energy, construction, and aerospace industries, as well as positioning itself as the leading shipyard and recycling center for commercial and military vessels in the United States.

As the only deep-water seaport located directly on the U.S.-Mexico border, the port plays a vital role in international trade, accounting for 5.3% of the total value of Texas trade moving through the state’s 23 seaports, according to the Texas Comptroller’s Office. Its geographic location provides direct access to global shipping routes while also serving as a strategic hub for cross-border trade between the United States and Mexico.

In 2024, the Port of Brownsville recorded $12.1 billion in exports , compared to $10.6 billion in imports, and handled more than 28 million tons of cargo. These figures reflect sustained growth in high-value products and demonstrate the port’s increasing influence on the energy, manufacturing, and industrial supply chains.

Beyond trade statistics, the Port of Brownsville drives a broad economic impact throughout the Rio Grande Valley. Based on estimates from the Comptroller’s Office, trade through the Port of Brownsville supports more than 100,000 jobs statewide, including over 14,000 in the Rio Grande Valley. This includes direct jobs at marine terminals and tenant facilities , as well as indirect jobs in manufacturing, logistics, energy, construction, and professional services. Every vessel arrival, infrastructure project, and private investment strengthens local businesses and expands employment opportunities.

A key element of the port’s success is its close collaboration with regional partners. The port works alongside the City of Brownsville and Cameron County to align infrastructure planning, economic development strategies, and job training initiatives that support long-term growth. These partnerships ensure that investments in the port translate into benefits for the entire community, including improvements to roads, utilities, and infrastructure that benefit both residents and industry.

The port also collaborates with local educational institutions to develop a skilled workforce tailored to the needs of maritime, manufacturing, and logistics employers. Through coordination with colleges, universities, and technical training programs , the port helps connect students and residents with high-demand careers in engineering, skilled trades, industrial operations, and port logistics. These collaborations strengthen the regional talent base and position South Texas as a competitive destination for advanced manufacturing and energy projects.

Energy development continues to be the cornerstone of the port’s economic growth, positioning the region as a major national hub for both traditional and next-generation energy projects. NextDecade’s Rio Grande LNG export terminal represents a total investment of $36 billion over the next decade, creating approximately 700 well-paying permanent jobs and more than 7,000 construction jobs at peak workforce. Complementing this investment, Texas LNG is advancing a $6 billion project that will generate more than 100 permanent jobs and approximately 1,200 construction positions.

More recently, the announcement of the America First Refining project marked a milestone for U.S. energy infrastructure. Planned on more than 240 acres within the port, the refinery will be the first new oil refinery built on the U.S. Gulf Coast in nearly 50 years, producing ultra-low-carbon fuels from 100% domestic shale oil. The project is expected to create 500 direct, full-time jobs, in addition to thousands of indirect jobs related to construction, logistics, and long-term operations.

Beyond energy exports, the Port of Brownsville is rapidly diversifying from traditional cargo handling operations into specialized, high-tech marine industries. Karpowership’s acquisition and redevelopment of the former Seatrium AmFELS shipyard has repositioned the port as a hub for advanced shipbuilding, marine energy solutions, and specialized vessel support, contributing to an estimated 1,500 regional jobs. At the same time, the port continues to expand its role in green energy, advanced mineral logistics, and supply chains for industrial manufacturing, supporting emerging sectors that require deep-water access, heavy-lift capabilities, and secure, scalable sites.

These opportunities are bolstered by the port’s infrastructure advantages, which include over 40,000 acres of industrial land, free trade zone benefits, Class I rail connections , direct access to interstate highways, and ongoing improvements to the shipping channel that allow for larger vessels and higher-value cargo.

To maintain this momentum, the port initiated $226.9 million in capital improvement projects in 2024. Among these investments is the Brazos Island Harbor Channel Improvement Project , which will deepen the Brownsville Ship Channel to 52 feet. Once completed, the channel will be among the deepest in the Gulf of Mexico, allowing the port to accommodate larger vessels, increase cargo capacity, and strengthen its global competitiveness.

Taken together, these assets position the Port of Brownsville as a leading destination for companies seeking a cost-competitive location with turnkey infrastructure capable of supporting long-term growth in the energy, marine technology, and advanced manufacturing sectors.

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El cargo The Port of Brownsville celebrates 90 years of economic leadership apareció primero en T21.

The maritime market between Asia, Mexico, and South America experienced a relative pause in the price increases that characterized the first quarter of the year during April. However, behind this apparent stability, new capacity pressures were already beginning to emerge, which now anticipate a new upward cycle for the start of the peak season.

The EAX Index , developed by the Chinese company Eternity Group Mexico , closed April at $2,761 per 40-foot equivalent unit (FEU) for the Asia > Mexico + West Coast of South America (WCSA) route, a slight decrease of 1.71% compared to March. However, this correction was far from representing a structural weakening of the market.

During the fourth month of the year, rates traded within a relatively narrow range of $2,500 to $2,900 per FEU, reflecting a significant reduction in volatility and greater stability in both available capacity and volumes handled. This behavior contrasted with the sharp fluctuations seen in previous weeks , when geopolitical tensions and operational adjustments by shipping lines drove abrupt increases on various transpacific and Latin American routes.

But the equilibrium was short-lived. Toward the last week of April, shipping companies began implementing strategic capacity cuts ahead of the Labor Day holiday in China, celebrated from May 1 to 5. The reduction in available space led to a buildup of cargo prior to the temporary shutdown of operations, a phenomenon that subsequently triggered additional pressure on demand once the holiday period ended.

The result was immediate. In the first days of May, the market resumed an upward trend, bringing forward the start of the peak season for maritime trade. Shipping lines began implementing General Rate Increases (GRIs) practically every week, with adjustments ranging from $500 to $1,000 per FEU, in an attempt to capitalize on capacity constraints and bolster rate levels.

However, the report itself warns that the sustainability of these increases will depend on the actual capacity of demand to absorb them in the short term, especially in an environment where doubts persist about the pace of global consumption and the evolution of supply chains.

The analysis also focuses on the operational discipline that shippers must maintain in the coming weeks. Key recommendations include avoiding any logistical speculation when dealing with critical or high-value cargo, and reserving space at least three to four weeks in advance to reduce financial and operational risks.

Added to this is the need to maintain absolute precision in the definition of the Cargo Ready Date (CRD) , because any modification to the committed date significantly increases the probability of losing spaces previously allocated by the shipping companies, particularly in a restricted capacity environment.

Meanwhile, global capacity continued to expand. Alphaliner data cited in the report shows that 88,744 TEUs (twenty-foot equivalent units) of new capacity entered the global shipping market during April. The largest addition came from CMA CGM , which added 29,254 TEUs during the month, reinforcing the fleet growth trend despite the current operational adjustments implemented on various routes.

The dynamics observed on the West Coast of South America were also replicated in the Asia-East Coast of South America (ECSA) corridor , albeit with higher fares. The EAX Index for this route closed April at $3,093 per FEU, a marginal decrease of 1.65% compared to the previous month.

During April, the ECSA market found a solid floor near $3,000 per FEU , supported by weekly capacity exceeding 60,000 TEUs. However, that support level shifted dramatically at the beginning of May, when rates climbed aggressively to over $3,800 per FEU.

The report attributes this behavior to the success of capacity-constraining strategies implemented by shipping companies, thus consolidating a regional upward trend at the start of the second quarter. This movement also confirms that, despite the entry of new fleets into the global market , shipping lines continue to use capacity management as their primary tool for maintaining rates on the most popular routes.

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El cargo Shipping freight anticipates a new surge after April’s lull apareció primero en T21.

The race for port capacity in Mexico is no longer measured solely in meters of dock space or container traffic. At Contecon Manzanillo , the focus has shifted towards specialized infrastructure , operational automation, and environmental sustainability as key components to support the growth of foreign trade from the Mexican Pacific.

The terminal, located in the port of Manzanillo, has accelerated an expansion strategy in recent years that combines new operational areas, large-scale equipment and technological modernization, amidst a scenario where shipping companies demand greater productivity to serve increasingly larger ships and logistics chains with less room for interruptions.

One of the most significant moves within this strategy has been the addition of 60-meter-high STS gantry cranes , considered the tallest in the Americas. The arrival of this equipment began in 2024, continued through 2025, and further additions are planned for 2026, signaling the terminal’s commitment to staying ahead of the evolving international maritime market.

With this infrastructure, the terminal became the first on the continent to operate cranes of such dimensions, capable of handling vessels up to 400 meters in length , a segment that has become increasingly common on transpacific routes and that demands higher levels of precision and operational speed in port.

“Having reached 12 million TEUs (20-foot equivalent units) and operating the tallest STS cranes in the Americas confirms that our commitment to modern infrastructure and sustainable technology is yielding concrete results. Today, we service large-scale vessels with greater efficiency and, at the same time, reduce emissions by more than 50% in strategic equipment such as our hybrid RTGs,” stated José Antonio Contreras, CEO of Contecon Manzanillo.

The modernization has not been limited to quayside cranes. During 2025, the terminal also incorporated hybrid RTG cranes and plans to add more of these units, along with new STS cranes, in the coming years. The goal is to strengthen the terminal’s installed capacity, reduce operating times, and maintain international standards of safety and environmental performance.

The incorporation of hybrid technology stems from technical studies initiated in 2023 to transform part of the operating fleet according to sustainability criteria. The RTGs combine high-efficiency diesel engines with lithium batteries, a configuration that reduces fuel consumption and greenhouse gas emissions by more than 50%, as well as lowering maintenance costs.

“Having state-of-the-art facilities and machinery enhances our competitiveness and directly boosts the growth of foreign trade and the country’s economic development,” Contreras said.

The terminal’s environmental strategy has also sought institutional support. The company holds ISO 14064 Carbon Neutral certification , focused on measuring, reducing, and offsetting polluting emissions—an issue that is gaining increasing importance among the demands of global clients, investors, and shipping lines.

In parallel, Contecon Manzanillo is pursuing an aggressive physical expansion plan. Since 2023, the company has invested over $300 million in phases 3A and 3B of its growth, focused on expanding its yards, docks, and specialized equipment. As part of this project, new container yards covering nearly 12 hectares are already operational.

The terminal’s cumulative investment has already reached $900 million, while phase 4 of the project is under development with new investments aimed at sustaining the projected growth in containerized cargo handling.

The results are beginning to be reflected in the volumes handled. By the start of 2026, the terminal had reached 12 million TEUs moved since the start of operations, an indicator that coincides with the strengthening of its participation in the national movement of import and export containers.

During the first quarter of 2026, Contecon Manzanillo handled a total of 417,191 TEUs in import, export and transshipment services, a volume 7.9% higher than that recorded in the same period a year earlier, according to data from the port authority.

Behind the expansion also lies a broader message for the Mexican port system : the growth of foreign trade and the arrival of larger vessels are pressuring terminals to accelerate investments in infrastructure, digitalization and sustainability, in an environment where the country’s logistical competitiveness increasingly depends on the ability of its ports to respond efficiently to a more complex and demanding global demand.

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El cargo Contecon Manzanillo expands capacity and reduces emissions apareció primero en T21.

Mexico has ceased to be just a transit market and has become a point of articulation within global logistics chains, and in this reconfiguration, operators like SUARDIAZ Group are adjusting their strategy to capitalize on an environment where industry , foreign trade and productive relocation are increasing the complexity —and the value— of logistics services.

For the group, the country has gained importance not only due to the size of its economy, but also because of its role as a connecting hub between Europe, North America, and Latin America . This position, supported by its access to two oceans and its network of logistics corridors, allows it to integrate into multimodal systems that combine maritime, rail, and road transport with greater operational efficiency. Added to this is a robust manufacturing base, particularly in sectors such as automotive, aerospace, and electronics, which maintain a strong export focus and demand increasingly specialized logistics solutions.

In this context, Mexico’s repositioning within transatlantic supply chains is also linked to the evolution of trade agreements, particularly with the European Union , which expands market access and simplifies customs processes. The result is a more favorable environment for agile logistics flows, where the country serves not only as a destination but also as a regional redistribution platform.

Within this dynamic, roll-on/roll-off (Ro-Ro) cargo is emerging as one of the segments with the greatest potential. SUARDIAZ’s operations in Mexico focus on flexible and specialized solutions , with an emphasis on industrial projects requiring a high degree of technical adaptation. These operations are characterized by the movement of heavy machinery, specialized equipment, self-propelled units, and, to a lesser extent, finished vehicles, reflecting a demand aligned with industrial expansion and the arrival of new investments.

In this scenario, the Ro-Ro model offers clear operational advantages over container transport. By allowing cargo to roll in and out, it eliminates complex handling processes, reduces port times, and minimizes the risk of damage—factors that are crucial for industries that move high-value or non-standard-sized assets. This operational efficiency positions it as a competitive alternative for industrial and automotive projects, particularly in environments where time and cargo integrity are critical variables.

Mexican port infrastructure also plays a central role in this equation. Ports such as Veracruz, Altamira, Lázaro Cárdenas, and Manzanillo are consolidating their position as strategic platforms for these types of operations, supported by expansion and modernization processes that have increased their competitiveness compared to other international hubs .

The rise of nearshoring is reinforcing this trend. The establishment of new plants and the expansion of industrial capacity are generating a greater need to relocate large-scale production equipment, machinery, and components, increasing the importance of logistics schemes such as Ro-Ro . This phenomenon is also modifying flow patterns, with growth in both imports and exports of industrial cargo under this model

Beyond maritime transport, SUARDIAZ’s strategy in Mexico relies on a comprehensive offering that includes FCL and LCL services , air freight, regional ground transportation solutions, and domestic logistics. This integration enables the development of door-to-door solutions that reduce touchpoints, optimize costs, and improve supply chain visibility—a factor increasingly valued by industries operating under just-in-time systems .

In this sense, the commitment to multimodal solutions becomes a structural component. The ability to integrate different modes of transport not only allows for greater operational flexibility but also helps mitigate risks and respond more quickly to supply chain disruptions. This logic extends to sectors such as energy and infrastructure , where project cargo management requires detailed planning and coordinated execution—areas where the group identifies opportunities given its expanding investments in Mexico.

In parallel, digitalization is beginning to redefine the sector’s competitiveness . The use of artificial intelligence, predictive models, automation, and the Internet of Things is geared towards improving planning, anticipating risks, and ensuring real-time traceability. This technological layer not only optimizes operations but also strengthens integration among the various actors in the logistics chain.

With an established presence in the country, the company aims to consolidate its position by strengthening its sales network in key industrial hubs and adding specialized talent. The strategy is clear: to support the growth of sectors such as energy, automotive, and manufacturing , which are poised to be the main drivers of demand for specialized logistics services in the coming years.

Looking ahead, the outlook is consistent: Mexico will continue to consolidate its position as a continental logistics hub , driven by its industrial base, its network of trade agreements, and its strategic location. In this scenario, competition among operators will not be defined solely by capacity, but by the ability to integrate solutions, anticipate needs, and execute with precision in increasingly demanding environments. SUARDIAZ seeks to position itself in this space, with Ro-Ro and integrated logistics as the cornerstones of a strategy focused on capturing value in a rapidly transforming supply chain.

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El cargo SUARDIAZ Group sees Mexico as the turning point for Ro-Ro cargo apareció primero en T21.

Edwin Escobar stepped down from his position as Country Head of Ocean Network Express (ONE) in Chile on Monday, May 4th, to assume the same role in Mexico . This information was communicated via a letter to the Asian shipping company’s clients.

“Driven by our commitment to the ONE 2030 strategy, I would like to inform you that I will be taking on a new challenge as Country Head of ONE Mexico. Consequently, I will be leaving my current position in Chile, effective May 4, 2026,” he stated.

“ It has been an honor to lead ONE Chile . My priority has always been to strengthen our operations and raise our service standards. I move forward proud of the milestones we have achieved together and grateful for the trust you have placed in me and my team,” Escobar stated.

“I am also pleased to announce that Fernando Urrutia has been appointed the new Country Head of ONE Chile . I am confident that his experience will be key to maintaining our operational excellence and strengthening our partnerships,” he added.

Paulo Biazotti, the shipping company’s leader in Mexico until Monday, May 4, had not made any statement.

With information from  Portal Portuario , a media outlet specializing in ports and maritime transport in Chile.

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El cargo Edwin Escobar leaves ONE Chile to take over as Country Head of the shipping company in Mexico apareció primero en T21.

Shipping companies Maersk and Hapag-Lloyd have filed a direct complaint with Mexican customs authorities—specifically the Lázaro Cárdenas port customs office—demanding greater efficiency in transshipment container inspections , given the increased dwell times that are already causing operational inefficiencies and risks to the continuity of their projects and services.

During the 14th Lázaro Cárdenas Port Community Business Meeting , Lidia Linares, Operations Manager for Maersk in Mexico, raised a concern that, she warned, has become widespread across the entire shipping industry operating in the Michoacán port, the second most important for container handling on the Mexican Pacific coast. “Not only Maersk, but all the shipping lines that operate there have had some complicated situations regarding cargo inspections by customs (…) what worries us is the lack of close or structured coordination and communication,” she stated.

The director clarified that the issue is not the authority’s power to inspect cargo , but rather the lack of predictability and certainty regarding the timelines. “No one is saying there shouldn’t be inspections (…) but we are concerned about cargo being held up for extended periods during inspection,” she stated, while emphasizing that the limited feedback—in an environment involving multiple authorities, including the Mexican Navy —ultimately complicates operational management.

In a subsequent interview with specialized media, Linares put the impact into concrete figures: currently, Maersk is facing an average of 300 transshipment containers held up for inspection in Lázaro Cárdenas, with no indication of when they will be released. “They aren’t being loaded (onto the ships) because they are still being held up,” he explained.

The effect on the logistics chain is immediate. Linares explained that each container can remain at the terminal for up to 15 days , well above a healthy operating standard of eight days—with seven days of free storage according to Mexican law—resulting in lost maritime connections and additional costs. “Ultimately, you lose the transshipment, and after 15 days, storage fees begin, and this impacts the customer,” he emphasized, stressing the need for greater traceability and clarity in the processes.

This observation carries greater weight in a context where transshipment already represents 51% of the port’s operations—an activity that has shown a growing trend in recent years—and is a central part of Maersk’s growth strategy in Mexico. The company is evaluating increasing these operations in Lázaro Cárdenas, leveraging the expansion of the APM Terminals terminal (part of the Maersk Group) and the port’s potential as a regional hub , with connections to the US East Coast—via routes using the Panama Canal—as well as to Central and South America. However, Linares cautioned that this development depends on efficiency throughout the entire supply chain.

On that same front, the executive highlighted the importance of the Gemini alliance with Hapag-Lloyd—the world’s fifth-largest shipping company—designed to offer high levels of schedule reliability. “We’re at over 80% and almost 90% schedule reliability ,” she stated, although she acknowledged that this operational precision is compromised when containers are held up without certainty regarding inspection times.

From the same perspective, Roberto Morales, senior cargo operations manager at Hapag-Lloyd, supported the diagnosis and expanded on the scope of the problem . “It doesn’t just affect one shipping line; it affects all the shipping lines that dock in Lázaro Cárdenas. It’s the high volume of containers that customs is inspecting,” he stated.

Morales insisted that the industry does not object to the inspections themselves, but it does question their execution. “They could inspect 100% of the containers, if they had the capacity, but in a very efficient system,” he pointed out. The reality, however, is far from that scenario: “We have a lot of cargo that sits idle for 10, 20, 30 days , and that doesn’t exactly speak to an efficient system in a Mexican port.”

In response to these concerns, Heliodoro Álvarez, general director of the Lázaro Cárdenas National Port System Administration (Asipona) , who was also present at the business meeting, acknowledged that it is a persistent problem, although he noted that it is addressed through the port’s various operational committees . “All the issues and problems that arise are brought to the table,” he stated, adding that customs authorities also participate in these meetings (the same authorities that did not participate in the Lázaro Cárdenas port community event held the previous day in Mexico City).

The official emphasized that customs operates under independent federal guidelines, which limits local agency’s room for maneuver. However, he assured that they are following up on cases reported by shipping companies and agents to “unblock and expedite the process ,” although he admitted that “it has been complicated” and that progress has been gradual.

Álvarez added that, at the federal level, efforts are underway to strengthen customs operations—including plans to extend the operating hours of the Lázaro Cárdenas customs office to closer to 24 hours —as well as infrastructure investments to expand inspection lanes at the port. “I know the problem is ongoing, but we haven’t given up,” he stated.

However, the contrast between the pace of institutional solutions and the operational urgency of shipping companies reveals a structural tension: while the port of Lázaro Cárdenas is accelerating investments to consolidate itself as a regional logistics hub , the efficiency of its customs link continues to lag behind the demands of global trade. At this critical juncture—where infrastructure, regulation, and execution converge—not only is the fluidity of transshipments at stake, but also the port’s credibility as a competitive platform compared to other Pacific nodes .

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El cargo Maersk and Hapag-Lloyd complain: Lázaro Cárdenas customs stops transshipments apareció primero en T21.

The story of Transportes de Contenedores por Mar (Tecomar) is not just told: it is reconstructed as a foundational piece of modern logistics in Mexico. At the presentation of Carlos Viveros Figueroa ‘s book , the narrative moved between memory, analysis, and recognition of a business venture that, in retrospect, anticipated the transformation of the national port system by at least a decade.

From the start of the book presentation, Luz Alicia Iturbe de Garay, a former official of the Mexican government in positions within the maritime field, set the context that gives dimension to the project: a port of Tuxpan that in the 1970s of the last century had practically no infrastructure , but which, paradoxically, offered a privileged strategic location for foreign trade.

“This project was way ahead of its time, at least 10 years ahead ,” he said, describing how, in an environment without operational conditions, a group of young people – led by Viveros – decided to build not only a company, but a logistics model that did not exist in Mexico.

The presentation’s narrative shifted to the book’s core: the ability to identify opportunities where obstacles prevailed. At this point, Carlos Viveros emerged as the central figure of the story. It wasn’t simply a matter of starting a business in a port without docks or terminals, but rather of articulating a comprehensive vision that combined maritime and land transport with an emerging containerization approach , in a country where these concepts were just beginning to take shape.

Fernando de Mateo, former Permanent Representative of Mexico to the World Trade Organization (WTO) , added another layer of understanding by placing the phenomenon in a global context. He recalled that the true revolution in international trade came not only from trade liberalization but also from logistical innovation: “ The reality was the humble shipping container … that’s what globalization did,” he noted, explaining how the standardization of transportation allowed for structural reductions in time and costs. Within this framework, Tecomar’s strategy was not isolated but aligned with—and to some extent, ahead of—a trend that would redefine global trade.

But it is in Viveros’ own voice that the story acquires its greatest depth. His testimony reveals that the biggest challenge was not technical, but institutional. “It was a real mess, and we pulled it off,” he summarized, referring to the negotiations to build a private terminal in a port where “there was no dock, nothing.” The phrase encapsulates years of navigating a rigid bureaucratic structure, where every step forward involved overcoming resistance and lengthy delays.

That process, however, resulted in a tangible transformation. Viveros recalled how, years later, upon seeing the port of Tuxpan in operation, he grasped the magnitude of the change: from a space without infrastructure to a thriving logistics hub . “It was achieved through a series of bureaucratic obstacles that had to be fought and overcome,” he stated, emphasizing that port development was not linear, but rather the result of constant persistence in the face of an adverse environment.

The book also documents the operational milestones that marked this process. One of the most emblematic was the arrival of the first containers at the port of Tuxpan and their overland transport to Puebla, an operation that might seem routine today, but which at the time represented a logistical breakthrough. That maneuver encapsulated what would later be conceptualized as multimodal transport, long before its formalization in international agreements.

The results of that vision were soon reflected in the figures. “Tecomar made Tuxpan the second largest port in container handling in 1989 and 1990 ,” Viveros highlighted, while also recalling another key achievement: the consolidation of a shipping company that came to control 40% of the traffic between Mexico and Europe.

Beyond the numbers, the presentation made it clear that Tecomar is not just the story of a company, but of a paradigm shift . The work articulates how the combination of entrepreneurial vision, logistical innovation, and persistence in the face of bureaucracy laid the foundations that are now a structural part of Mexican foreign trade.

In this sense, the book functions both as a testament and a warning: profound transformations in the sector don’t arise from ideal conditions, but from the ability to anticipate them. And in this interpretation, Carlos Viveros’s story ceases to be merely a memoir and becomes an essential reference point for how the ports of the future are—literally—built.

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El cargo Tecomar: when the port of Tuxpan was just an idea apareció primero en T21.

In a context where the automotive industry faces greater operational pressures, logistical disruptions and increasingly demanding needs, MSC Mexico reinforces its position as a strategic partner of the sector, offering logistics solutions designed to guarantee productive continuity, efficiency and reliability in the movement of auto parts.

With more than five decades of experience in international transport and more than 26 years of solid presence in Mexico, the company has developed a specialized offering aimed at manufacturers, suppliers and exporters of auto parts, focused on strengthening the supply chain and reducing logistical risks in a highly competitive and dynamic environment.

In an industry where on-time delivery and synchronization with production processes are crucial for operations, MSC is committed to customized logistics solutions that accompany each shipment from origin to final destination, integrating visibility, control, and responsiveness throughout the entire process.

Solutions designed for the auto parts industry

MSC Mexico offers the automotive sector a comprehensive proposal that responds to the specific needs of the auto parts movement, including:

Tailor-made solutions: Logistics services developed according to the operational requirements of each client, aligned with their production chains and distribution strategies.

Specialized attention: Dedicated teams with experience in automotive cargo provide continuous support and proactive assistance at every stage of the logistics process.

Global coverage with a local focus: Connectivity to and from Mexico with strategic markets in Asia, Europe, America, Africa and Oceania.

Access to key markets: Direct stops at secondary ports reduce transshipments, minimize risks, and speed up delivery times.

Land transport solutions: Coverage in the main automotive corridors of the country, including Guanajuato, Nuevo León, Puebla and Querétaro.

“In the automotive industry, logistics has ceased to be merely an operational factor and has become a strategic element that directly impacts production continuity and the competitiveness of companies. At MSC, we work as long-term partners , designing solutions that allow our clients to operate with greater predictability, efficiency, and control, even in increasingly complex logistical environments,” said José Cobos, Sales Director of MSC Mexico.

Thanks to its experience in the comprehensive management of automotive supply chains, MSC helps its clients maintain stable, resilient operations aligned with the demands of the global market.

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El cargo MSC strengthens auto parts logistics as a key enabler for the automotive supply chain apareció primero en T21.

Freight forwarding in Mexico is undergoing a quiet adjustment phase that contrasts sharply with the visible volatility of recent years. Far from the extraordinary peaks brought on by the pandemic, the market appears to have entered a stage where oversupply of capacity, weak consumption, and regulatory pressure are beginning to shape a more complex and less profitable environment for logistics intermediaries.

The clearest evidence lies in the industry’s performance during 2025. It was not a good year. The contraction in volumes and the pressure on margins affected even the most established players, in a context where supply growth—particularly in maritime transport—exceeded demand’s absorption capacity. “There was a slowdown; we saw a contraction at the industry level,” acknowledges Nicolás Portenza, CEO of Eternity Group Mexico , in an interview, describing a market that has yet to regain traction.

The problem is not temporary. The supply and demand equation has become unbalanced at a time when economies, especially in Latin America, are showing signs of weakness. The result is constant pressure on ocean freight rates , which continue to deteriorate, although without reaching critical levels. Shipping companies, more disciplined than in previous cycles, have managed to contain sharp declines through operational strategies, but the market remains far from a solid recovery.

In that adverse context, not all players performed equally. Eternity Group Mexico managed to weather the general market downturn and even close the year with positive numbers. “Having surpassed the previous year’s (2024) volumes was good, and we took great care of profitability,” Portenza points out, in an analysis that reveals a strategy more focused on operational discipline than aggressive expansion.

The outlook for 2026 is not particularly encouraging . Long-term contracts anticipate rates below those negotiated the previous year, while the spot market remains volatile, making planning difficult.

In this context, freight forwarders face a structural dilemma: compete on price or build value . The first option, while tempting in a depressed market, tends to erode margins in an industry where operating costs are increasingly difficult to absorb. The second, on the other hand, requires investment, sophistication, and a business narrative that the customer is willing to pay for.

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El cargo Logistics under pressure: the new game of forwarding apareció primero en T21.

The Mexican Chamber of the Maritime Transport Industry (Cameintram) ratified José Manuel Urreta Ortega as its president for the 2026 term , during the organization’s annual assembly held at the Confederation of Industrial Chambers (Concamin) , in an event where Admiral Gerardo de Jesús Toledo Guzmán, Undersecretary of Maritime and Port Affairs of the Secretariat of the Navy , swore in the National Board of Directors.

Upon assuming his second year at the helm of the agency, Urreta Ortega expressed his gratitude for the trust placed in him by the country’s shipowners and their counterparts in the Mexican government and legislature, while outlining the key areas of focus for this new phase. “We have promoted efforts to incentivize shipbuilding and coastal shipping in Mexico , and we aim to maintain active collaboration in the development of policies to foster and develop the national merchant marine, in order to defend and promote greater participation by shipowners, service providers, and related maritime transport activities in Mexico,” he stated.

In his message, he stressed that port modernization will be a key factor for the sector’s growth, noting that “the progress of infrastructure projects will allow us to absorb the projected increases in maritime operations in the coming years.”

As part of its 2025 review, the organization reported progress in strengthening its institutional relationship with the Mexican Navy, the Port Captaincies and Maritime Affairs Unit, the National Customs Agency of Mexico (ANAM) , as well as with the authorities of the Interoceanic Corridor of the Isthmus of Tehuantepec (CIIT) and the Navy Commission in the Chamber of Deputies . It also promoted new short sea shipping routes in coordination with the Port of Miami, in addition to holding working sessions with Petróleos Mexicanos (Pemex ) to address issues related to payments to suppliers.

In international matters, Cameintram maintained collaboration with the International Maritime Organization on issues related to the decarbonization of the sector.

By 2026, the organization plans to continue its institutional collaboration with the federal government, particularly with the Secretariat of the Navy, as well as strengthen its relationship with Petróleos Mexicanos (Pemex). Among its strategic projects, the Florida Project stands out, focused on developing short sea shipping routes between ports in the Gulf of Mexico and the state of Florida

The business leader pointed out that the sector’s main challenges are linked to the relocation of production chains, which demands greater efficiency in ports and fleets, as well as improvements in safety and connectivity in coastal shipping operations to reduce costs and transit times. In this context, he emphasized the opportunities presented by the Interoceanic Corridor of the Isthmus of Tehuantepec and the sector’s participation in the renegotiations of the North American trade agreement.

Regarding cabotage, the aim is to increase the activity of affiliated companies in segments such as oil, offshore , mineral bulk, agricultural bulk and general cargo, in addition to strengthening coordination with authorities on regulatory issues, navigation permits and certifications.

Cameintram also promotes the development of shipyards in the country to strengthen shipbuilding and the national merchant fleet, which, according to the organization, would contribute to job creation and increased revenue, although this requires conditions such as legal certainty, financing schemes and customs facilitation.

In parallel, the sector faces the challenge of complying with international regulations for the reduction of polluting emissions, in line with the International Maritime Organization, as well as advancing in the adoption of digital tools and artificial intelligence for route optimization, vessel monitoring and supply chain management.

At the close of his remarks, Urreta Ortega emphasized the importance of maritime transport for the country’s foreign trade: “In this second year of work, we will sail together towards a more competitive, sustainable, and proudly Mexican maritime transport industry.”

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El cargo Urreta returns to lead Cameintram apareció primero en T21.