With an investment exceeding 22 billion pesos between 2025 and 2029, Grupo Aeroportuario del Pacífico (GAP) is accelerating the expansion of the Guadalajara International Airport, a project that not only seeks to double passenger capacity, but also consolidate the terminal as one of Mexico’s main air cargo logistics centers.

“We are making a long-term commitment to Jalisco and to the economic potential of Guadalajara. This transformation goes beyond building a second terminal: it involves developing the air, land, and logistics infrastructure that the region needs to support its growth, attract new business opportunities, and strengthen its connection with international markets,” said Raúl Revuelta Musalem, CEO of GAP.

The investment is part of the group’s program of more than 52 billion pesos for its Mexican airports. For Guadalajara, the resources allocated for the current five-year period are in addition to the 15.9 billion pesos invested between 2020 and 2024, bringing the total to almost 38 billion pesos.

In a statement, it specified that the construction of the new Terminal 2, the expansion of platforms and the development of road infrastructure concentrate a large part of the resources, where air cargo is one of the pillars of airport growth.

He noted that Guadalajara ranks first nationally in terms of the economic value of goods transported by air and third in terms of cargo volume, a position that has become more relevant with the arrival of investments linked to nearshoring , advanced manufacturing, the electronics industry, and semiconductor production in Jalisco.

This position is gaining relevance given the industrial dynamism of Jalisco, in which the state is rapidly consolidating itself as the logistics hub for high-value goods in Mexico, driven by nearshoring , the semiconductor industry and the global growth of e-commerce .

Therefore, GAP is developing an expansion of its logistics infrastructure with an investment of over 300 million pesos in the airport’s bonded warehouse. The objective is to increase operational capacity, streamline customs processes, and strengthen the terminal’s specialization in high value-added goods.

In parallel, construction is also progressing on Terminal 2 , a project spanning over 109,000 square meters that will increase the airport’s capacity to over 40 million passengers annually, more than double current levels. However, for the airport group, the expansion goes beyond simply serving travelers; it aims to create a comprehensive platform where passengers, foreign trade, and logistics converge.

With this , GAP seeks to strengthen the Guadalajara airport’s position not only as one of the country’s main entry and exit points for travelers, but also as a strategic asset for Mexico’s logistical competitiveness, at a time when supply chains demand specialized infrastructure to meet the growth of nearshoring and international trade.

Currently, it maintains connections to 69 destinations: 34 domestic, 29 in the United States, two in Canada (Toronto and Vancouver), and cities such as Madrid, Panama City, Bogotá, and San José. New routes to Saltillo, Medellín, Guatemala City, New York, and Paris-Charles de Gaulle will be added to this offering soon.

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El cargo Airport expansion boosts Guadalajara in air cargo apareció primero en T21.

For years, the design of warehouses and distribution centers followed a simple logic: receive goods, consolidate them, and keep them available until needed. However, the shift in the location of manufacturing operations and the pressure on logistics costs are leading companies to rethink that structure.

In an interview with T21, Wilbert Barrera, a consultant in Storage Systems Engineering for the northern region at PM STEELE , recalled that previously the focus was on finding lower investment costs, while today companies need to integrate production and logistics processes closer to their consumer markets .

“Before, everything was based on what is commonly called offshoring, or seeking the minimum investment within warehouses in the national territory because almost everything was concentrated in companies from other places, for example in Asia, where labor was much cheaper,” Barrera explained.

The relocation of production lines, known as nearshoring , has contributed to changing this dynamic. In Nuevo León, he explained, the arrival and expansion of manufacturing companies are driving demand for industrial infrastructure, while established companies are looking to adapt their facilities to handle larger volumes and respond more quickly .

Barrera said that companies are seeking to integrate a supply chain that encompasses everything from raw material procurement to finished product assembly, with a location that facilitates distribution to the United States. In this framework, connectivity with Texas has become increasingly important due to its highway network and its access to various markets across the country.

The need to reduce exposure to disruptions also influences decisions. The specialist cited as an example that weather events in Asia can delay the supply of components and affect manufacturing times. In response, some companies have opted to bolster their inventories and relocate some of their operations closer to production and consumption points .

According to the second edition of the “BBVA Mexico-AMPIP Survey ,” members of the Mexican Association of Private Industrial Parks (AMPIP) reported that between 2018 and 2022 they received 668 new tenants in their industrial parks, an average of 134 companies per year. This data reflects a search for closer supply chains.

This growth puts pressure on storage infrastructure. The demand for industrial space and rising rental costs make it more difficult to maintain multiple warehouses with fragmented operations.

“You can no longer afford to have two, three, or four warehouses that are consuming your rental costs,” explained Barrera, who believes that organizations should review both their facilities and the movements between them.

From their perspective, the warehouse should no longer be viewed as a flat surface but understood as a three-dimensional space . The goal is to take advantage of vertical space, reduce travel distances, and organize inventory according to its turnover rate, without losing sight of safety and operational speed.

To achieve this, the first step is understanding how each facility operates. Barrera explained that a consultancy should review product traceability, maximum and minimum inventory levels, ABC classification, and the frequency with which each storage unit is moved . With this information, workflows can be designed to meet the needs of each operation, from a distribution center to a cold chain facility or e-commerce platform.

“Many times people think that designing a storage system is like prescribing paracetamol, that the same solution applies to everything you want to give, and that’s not really the case,” he stressed, while mentioning that the selection of the system depends on the type of merchandise, the turnover, the order preparation times and the operating conditions of each company.

In this process, semi-automated systems are gaining ground. The specialist highlighted satellite carts or shuttles , which move pallets within the racks and reduce the need for forklifts to enter the storage aisles. According to the executive, this equipment can speed up movements and help reduce operational risks, as well as avoid adding extra shifts when demand increases.

Digitalization complements physical equipment. Warehouse management systems (WMS) allow for the registration and tracking of products, while integration with automated equipment facilitates the coordination of merchandise movements. In this regard, he emphasized that the transformation also requires training personnel and modifying how operations are managed, not just installing technology.

Another trend is the design of hybrid warehouses , which combine high-density systems for fast-moving products with selective pallet racking for goods that need to be readily accessible, and dedicated areas for order picking. Robotic picking solutions are also being incorporated into some e-commerce operations. The goal is to consolidate more activities in one facility and reduce movement between different locations.

Investment in technology, however, coexists with trade uncertainty. Barrera noted that some storage projects were halted due to concerns about tariffs, particularly in sectors linked to the automotive and aluminum supply chains; however, he stated that they have now fully resumed.

How large companies are redesigning their supply chains will be one of the topics addressed at ETYL MTY , organized by Grupo T21 , where specialists such as Hugo Ruiz , president of the  National Council of Executives in Logistics and Supply Chain (ConaLog) ; Jorge Fares , Supply Chain Development Sr. Director at The Home Depot ; Claudia Núñez , VP Supply Chain at Essity , among others, will participate.

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El cargo How companies are redesigning their warehousing to optimize the supply chain apareció primero en T21.

Given the new regulations for self-consumption fuel establishments, some of the challenges include infrastructure, transportation safety , and compliance with the provisions for carrying out adequate energy logistics.

In an interview with T21, Reynaldo Tovar Arroyo, general director of MAOSA Combustibles , a company dedicated to the marketing and supply of fuels and products of Petróleos Mexicanos (Pemex) , explained that hydrocarbon logistics should be understood as a chain that begins from the origin of the molecule and continues with its transport , storage and delivery to the end user.

In that sense, he considered that the new regulation on self-consumption seeks to “label” the origin of each fuel molecule, from the refinery, the ship or the train that brings it to the country, in a similar way to a blockchain-type traceability system , so the change, which derives from the modifications to the Hydrocarbons Law of March 2025 and the corresponding regulation, published on October 3 of that year in the Official Gazette of the Federation (DOF) , not only represents an obligation for the market participants, but an opportunity to professionalize this activity.

This approach aligns with the new tools being implemented by the National Energy Commission (CNE) . Since January 2026, units transporting and distributing hydrocarbons via means other than pipelines have been required to be marked with a QR code , while the Registration, Administration, and Control System for Permit Holders (SIRACP) allows for enhanced monitoring of operations using GPS.

Tovar explained that the so-called self-consumption centers — facilities where transport or industrial companies have their own dispenser and fuel tank for internal use without being a public gas station — operated for years under poorly defined criteria regarding permits, safety and environmental standards.

In response, the new regulatory framework has already begun to be implemented. On August 11, the National Energy Commission (CNE) published the registration program for self-consumption fuel dispensing facilities. The measure aims, among other objectives, to strengthen the traceability of operations .

It is important to remember that the registration period closes on December 31, 2026. From that date onwards, only those with a certificate will be able to continue supplying for self-consumption, and distributors and retailers will be prohibited from selling to anyone who is not registered.

In anticipation of this regulatory transition, the company notified its customers in advance about the need to regularize their facilities and, in some cases, those who did not have the required conditions opted temporarily to refuel at gas stations while they resolved their situation.

In that context, for the investment in self-consumption infrastructure to be justified, the executive specified that the user must handle volumes of between 80,000 and 90,000 liters; below that threshold, he said, it is usually more efficient to buy at a service station.

Mexico needs storage capacity and a network that can maintain supply in the face of situations that could disrupt supply chains . In this regard, the Energy Ministry ‘s minimum petroleum product storage policy has sought to strengthen security of supply through strategic inventories.

Logistics, affected by insecurity

Tovar Arroyo acknowledged that in recent years the company, which originated in Morelia, Michoacán, has faced a more hazardous environment during fuel transport, with incidents involving the theft of tanker trucks, fuel, and drivers. He mentioned several affected areas, including corridors in Michoacán, Tierra Caliente, Manzanillo-Michoacán, Salamanca-Celaya, and sections between Mexico City, Puebla, and Veracruz.

According to Overhaul , in the second quarter of 2026, 76% of cargo thefts involved some type of violence, which, in addition to representing a financial problem, is a direct risk for operators and logistics chains .

During the period, 86.3% of the events registered at the national level occurred in only 10 entities: State of Mexico, Puebla, Guanajuato, Veracruz, San Luis Potosí, Jalisco, Michoacán, Hidalgo, Querétaro and Tlaxcala.

Despite this context, the executive anticipated greater integration of technology into hydrocarbon logistics over the next five years . Among the tools he identified are fleet management platforms, real-time monitoring, predictive analytics, data intelligence, and fuel control systems—elements that could contribute to improved productivity and reduced operating costs.

This evolution is also related to the growth in logistics demand associated with nearshoring (relocation of production lines), which can generate additional needs for specialized transport, infrastructure and energy services, where companies with the ability to combine technology, efficiency, sustainability and regulatory compliance will have better conditions to compete.

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El cargo Self-consumption of fuels raises logistical demands: MAOSA apareció primero en T21.

More volume. Stagnant margin.

Review your financial statements for this year. Then read the industry news.

They don’t add up. That contradiction is the starting point of everything.

Cross-border freight rates between Mexico and the United States have risen between 8 and 15% since February , with the epicenter in Laredo. Uber Freight reported up to 10 loads waiting for each available truck. The industry itself projects increases of 25 to 35% for the full year .

And the corridor is at its peak: $872.8 billion in bilateral trade in 2025, a historic record ; in April alone, road transport crossed $64.2 billion, 23.4% more than a year earlier .

On the other side of the income statement, the pincer movement, documented by the same sector.

Diesel went from 22.50 to almost 29-30 pesos per liter, until the federal government intervened with a cap of 28 ; today it takes more than 40% of a transport company’s income .

Insurance premiums rose 34% this year, after an 18% increase last year : the cause is road safety concerns, not inflation. And the industry standard is that for every peso diesel price increases, freight rates rise by 4% , while customers reject the rate hike “because it’s temporary.”

You get paid more per trip. You earn the same or less.

And the outcome already has a number: half of Mexican trucking will close 2026 without profits , and some are already operating at a loss.

The easy answer is that 2026 is a bad year. The cycle corrects itself; we just have to hang in there. However, this logic has two flaws:

1. The profit margin that returns with the cycle will be reaped by those who are still operating by then. And continuing to operate is precisely what half the sector may not be able to do.
2. Insurance premiums didn’t rise 34% because of oil prices. They rose because of highway robberies . That cost won’t decrease when diesel prices fall.

If holding on isn’t enough, the question changes: where did the margin go?

The usefulness doesn’t disappear. It moves.

Clayton Christensen formulated it as a law: profit is concentrated in the link of the chain where performance still falls short for the customer, where the problem remains unresolved. When that link matures and anyone can solve it just as well, it becomes a commodity , and the price is set by the competition. The margin migrates to the next link where the customer still can’t get what they need.

It happened to IBM. When any manufacturer could assemble an equally good computer, the profit shifted to the chip and the operating system, where performance still fell short. Intel and Microsoft stopped at the limitations. IBM stuck to what they had already solved.

Now apply it to cross-border transport in Mexico.

Moving cargo is already solved. Thirty years of free trade perfected it: any of 20 carriers can transport it from origin to destination equally well, and that’s why the rate is decided by auction. It’s the commodity link .

What the customer still can’t get is something else : that the cargo arrives without theft, without delays at the border, and with proof of each delivery. They can’t buy that even if they want to pay for it. That’s the constraint, and that’s where the profit margin lies.

And the raw material to address the constraint is already generated by your operations on every trip. It’s called operational evidence . What follows is a roadmap for how to leverage it.

The map of opportunities

The Logistics Pulse 2026 mentions that nearshoring can bring an additional $35 to $50 billion in the next decade, concentrated in four sectors.

Automotive: those who prove origin stop competing on price

In the review of the United States-Mexico-Canada Agreement (USMCA) , Washington proposed raising the regional content requirement from 75 to 82 percent . This may not pass. No matter, the agreement entered a cycle of annual reviews that could extend until 2036 , and each review is a source audit.

You already generate the evidence: Bill of Lading, GPS, proof of delivery. Today it’s scattered; compiled in a file for each trip, it’s the evidence your client will have to present.

The decision: sell the service as a product and get CTPAT/OEA certified ( 70% fewer inspections ). You withdraw from the bidding process when renewing with you costs the client less than auditing another provider.

Electronics: Guaranteed time is the broker’s highest-paying service.

Mexico accounts for 85% of Latin America’s high-tech exports (Pulsómetro 2026). A one-hour delay at the border halts operations at a plant in Texas, and the fast lane has already quantified the impact: FAST carriers save an average of 27 minutes per crossing ; at 20 crossings per week, that’s nine hours of delay avoided. “We arrive on time” without evidence isn’t a promise: it’s an opinion.

The decision: guaranteed cross-border windows, sealed arrival time, and our own price. Same truck. Different product. Different price.

Medical devices: custody is the entry ticket, and few sell it.

The FDA, the US health regulator, and Cofepris, its Mexican equivalent, require that each batch travels with documented custody and the manufacturer is obligated to audit whoever moves it .

The decision: a custody file per batch and per trip, with good distribution practices. The reward is a lock : you become part of your client’s regulatory file, and changing it means reopening an audit.

Processed foods: every undefended deduction is a free margin

The buyer validates each delivery using systems (16.9% of retailers adopt AI), while the transport company documents it manually (6.2%). Discrepancies regarding missing items, appointments, and condition are resolved in favor of the party with the record.

The decision: a conciliation file per delivery, as a service, with its own price. Documenting at the buyer’s level doesn’t win disputes. It eliminates them.

The method and the table

I know what you’re thinking: “I need a system.”

Stop. If the file is scattered across emails, GPS devices, and Excel spreadsheets, a new system will only exacerbate the chaos. Elon Musk’s rule for broken processes applies in full: first question and eliminate, then simplify and accelerate, and automation comes last, because automating the chaos only scales it . The logistical version: a single file per trip, delivered in hours, with its own price tag. Because the guarantee that travels free within the fare is valued at zero by the customer.

Even with that resolved, there’s still something money can’t buy: peers. Sharing builds trust, trust builds business, and the cluster advances faster than any single company: that’s how the aerospace industry in Querétaro took off. That’s why the ConaLog Logistics Dialogues exist —the forum where corridor operators share what works, including names, numbers, and methods.

Volume no longer pays. Certainty of the journey does.

The corridor split into two markets. In the first, kilometers are sold : the price is decided by auction, and the lowest bidder always wins. There, the record fare of 2026 will be remembered as the highest that no one ever captured. In the second, certainty is sold : documentation, guarantees, and a set price. That’s where the new cargo lands.

And there’s a clock ticking. Capacity has stopped being renewed; sales of heavy vehicles fell 35.7% in January , on a fleet with an average age of 19 years . When capacity dwindles, those who remain set the price. Those who also sell certainty come to that table with an extra advantage.

Same trucks. Same border. The difference is who prepared before the cargo arrived, which pays differently.

Connect and comment with  Gibrán via LinkedIn .

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El cargo Never before has so much money crossed the border. Never before has so little been earned moving it. apareció primero en T21.

The automotive industry is in a period of transformation , driven by the relocation of production chains, disruptive technologies and the energy transition, which will be crucial to advancing in various aspects that are already redefining the sector, including electromobility .

In the panel “Navigating the transformation in the automotive industry”, within the framework of the Mexico’s Nearshoring & Logistics Auto Industry Summit, Diego Ramírez, Director of Government Relations for Latin America at Nissan Motor Corporation , highlighted that there are very important changes in technology, in the electrification of vehicles, although there are other issues that impact the sector, such as the current geopolitical situation , which has generated a new paradigm in the industry.

“The automotive industry is undergoing many changes, coinciding with increased competition. All of this requires companies to make the necessary adjustments and adapt accordingly,” said Ramírez, who indicated that the best approach for each user must be determined regarding electromobility.

“There is a range of 100% plug-in, autonomous and other electromobility options, so we have to find the one that best suits the users,” he explained.

Despite this environment, Carlos Gutiérrez, Director of Government and External Affairs at BMW Group Mexico , considered that the automotive industry is very dynamic and that factors such as the economic, political, technological, and even consumer tastes have changed in different markets, which has forced automakers to innovate.

“The trend towards using more technology in vehicles challenges companies to be more innovative, to have many more tools to create better products,” he stressed, while noting that new market trends and political aspects in various regions of the world “will lead us to a completely different kind of mobility than what we are used to.”

For Gutiérrez, the use of new technologies, of artificial intelligence (AI) in vehicles will give the consumer a different vision of mobility in the future .

The nearshoring phenomenon has become an important factor in attracting investment, relocating manufacturing and component centers closer to target markets.

However, experts warned that this concept is no longer strictly limited to geographical proximity to avoid logistical disruptions like those that occurred during the COVID-19 pandemic, but rather represents a comprehensive industrial integration project where Mexico stands out for its skilled workforce .

They agreed that the main differentiator will no longer be solely the technological capacity of the manufacturing plants, but the talent to operate new tools to continue keeping Mexico at the top of vehicle production.

According to the National Institute of Statistics and Geography (Inegi) , in the period January-June 2026, the production of vehicles in Mexican plants was 1,996,304 light vehicles , and although this figure represented a drop of 0.42% compared to the same period in 2025, Mexico continues to be one of the most important countries in automotive manufacturing.

Meanwhile, 1,689,245 units were exported in the first six months of the year , an increase of 1.4% compared to the same period last year.

The panel made it clear that the future of the automotive industry will be marked by the evolution of the geopolitical environment, the adoption of new technologies and the availability of clean energy, in a sector that is advancing towards electromobility by leaps and bounds.

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El cargo Technology, electromobility and nearshoring are shaping the automotive industry’s future. apareció primero en T21.

Marcelo Ebrard, head of the Ministry of Economy (SE) , reported that after a virtual meeting with Jamieson Greer,  United States Trade Representative (USTR) ; and Dominic LeBlanc, Canada’s Minister of Trade, the United States opted to conduct annual reviews of the USMCA .

With this position from the United States, the extension of the United States-Mexico-Canada Agreement (USMCA) for another 16 years is ruled out , so the trade agreement will be reviewed annually for the next 10 years (until 2036), which will generate uncertainty for companies that produce goods in the North American region, as well as in the country’s logistics sector.

Ebrard added that another conversation with his North American counterpart will take place on July 20 in Mexico, and will be a formal review of the USMCA, with the aim of making progress on pending issues.

“There we will have the opportunity to move forward so that the review, now foreseen by the treaty that begins today, can practically be carried out and we can conclude it within a reasonable timeframe,” the Mexican official explained in a video on his social media.

Later, in a press conference, he ruled out any intention on the part of the three countries to abandon the treaty , although he said that the United States has around 14 concerns, including the loss of jobs in some manufacturing sectors and the trade deficit it has with other countries.

According to figures from the  US Census Bureau , the northern neighbor recorded a trade deficit with Mexico of 15,348.5 million dollars (USD) in April 2026.

Ebrard Casaubon reiterated that despite the United States’ position, the parties retain the possibility of agreeing to an extension at any time during the next decade, and insisted that this decision will not have immediate effects on regional trade , since “the treaty will continue to function as currently planned. There would be no modifications.”

He emphasized that Mexico has the highest and most complex rules of origin in the world . “No competitor has to have 75% regional integration. None. In fact, it’s one of Mexico’s strongest arguments. How is it possible that South Korea, Japan, the European Union, and several other countries have 15 rules without any? And we have 25 more rules. So, clearly, that’s one of the major issues to resolve.”

He also ruled out any impact on Foreign Direct Investment (FDI) in Mexico. “I don’t think it will suffer such an unexpected change. They’ve already factored it in. I continue to receive information from companies about investments; some I can’t announce now, but based on the indicators I saw today, the market already knew this would happen.”

Despite what Ebrard said, the  Economic Commission for Latin America and the Caribbean (ECLAC) indicated that FDI attracted by Mexico in 2025 fell 5% annually, and that announcements of new projects plummeted 43% compared to 2024.

It is worth remembering that Article 34.7 of the USMCA establishes that the first joint review will be carried out on July 1, 2026, for the purpose of evaluating the functioning of this agreement, formulating recommendations and, if necessary, adopting pertinent measures.

Impact on road transport and the logistics sector

The uncertainty generated by the new provisions of the USMCA based on the annual evaluations will impact the country’s trucking and logistics sectors, given that these sectors require investments such as tractor-trailers, trailers, distribution centers, intermodal terminals, and technology.

In this sense, companies in the sector could postpone the acquisition of fleets, delay the construction of logistics parks, and consider expanding cross-border operations.

Other consequences would include increased operating costs, constant process updates, and less long-term planning by logistics-related companies, such as the automotive industry.

Nearshoring could also be at risk , as Mexico has attracted investment due to its proximity to the United States and the preferential access guaranteed by the USMCA. In the first quarter of 2026 alone, Mexico reached US$23.591 billion in FDI , representing a 10.4% increase compared to the same period in 2025, according to data from the Ministry of Economy.

In addition, some relocation projects could target other markets considered more stable in commercial terms.

According to the above, for the logistics sector the main problem would be constant uncertainty, since in a scenario where every year there is the possibility of reviewing relevant aspects of the USMCA it could raise the cost of transport, reduce investment and make it difficult to plan supply chains in North America.

In a context where Mexico seeks to consolidate itself as a nearshoring platform , the stability of the trade framework remains one of the main assets to attract investment, strengthen freight transport and maintain the competitiveness of the region.

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El cargo USMCA, on track for annual reviews: Ebrard; how would it impact the logistics sector? apareció primero en T21.

Mexico has not fully capitalized on the opportunity created by nearshoring , despite the advantages offered by its trade integration with the United States and its position in North America, said Paulina Anciola, Deputy Director of Economic Studies at Banamex .

In an interview with T21, the specialist pointed out that, although investments associated with the relocation of production chains were registered after the COVID-19 pandemic , the phenomenon did not reach the magnitude that was expected a few years ago.

“In terms of nearshoring , I really think a large part of it remained just a narrative,” he stated.

Anciola acknowledged that these investments were made particularly in the Bajío region, where new centers were established. However, he noted that the realization of nearshoring has been less than expected, since in the last two years there has been practically no significant influx of new capital , and a large part of the Foreign Direct Investment (FDI) corresponds to reinvestment of profits from companies already established in Mexico.

In that regard, he explained that during the first years after the pandemic there was an expectation that Mexico would capture a significant portion of the investment that was looking to leave Asia and move closer to the US market.

However, he considered that the increase in global uncertainty ended up “cooling” some of those projects.

“When there is greater uncertainty, long-term investment tends to wait for conditions to be a little more favorable, for rates to be a little lower, and for the rules of the game to be clearer,” he explained.

The economist argued that the country maintains structural advantages that are difficult to replicate , particularly due to its proximity to the United States and its participation in the United States-Mexico-Canada Agreement (USMCA).

“At the end of the day, being on the side of the United States is going to stay there forever, and Mexico is going to have that advantage against the rest of the world forever,” he said.

However, he warned that the country continues to face challenges in terms of productivity, infrastructure, job training, and investment certainty.

“I think a large part of nearshoring has been lost because of that, and I think Mexico has been in the ‘now we are going to take advantage of the opportunity’ phase for many years, and in the end it has never fully materialized,” he stated.

According to Anciola, as long as there is no new wave of investment,  it will be difficult to talk about a consolidation of the phenomenon in Mexico.

According to the Ministry of Economy , FDI in Mexico reached a record figure of 23 billion 591 million dollars (mdd) in the first quarter of 2026 (1Q26), which meant a growth of 10.4% compared to the same period in 2025.

Of the total FDI, new investments increased 7.5% year-on-year in Q1 2026; while reinvestment of profits registered a year-on-year increase of 33.5% in the cycle.

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El cargo The materialization of nearshoring has been less than expected: Banamex apareció primero en T21.

Demand for products manufactured in China by Latin America continues to grow, driven mainly by consumer categories such as textiles, household goods, toys and food contact products.

In this context, Mexico positioned itself among the most dynamic markets in the region. According to data from QIMA , Mexican purchases of these products increased by 10% during the first quarter of 2026 compared to the same period in 2025.

The trend coincides with figures from the Bank of Mexico (Banxico) , which reported an annual growth of 4.43% in imports from China during the first quarter of the year, reaching a record level of 31,695.6 million dollars (USD).

At the regional level, supply activity from Latin America to China registered a year-on-year increase of 53%, reflecting a greater participation of Latin American buyers in Asian global production chains.

“This accelerated growth in demand for Chinese manufacturing represents a wake-up call for the Mexican market: it could become a loss of competitiveness for local industry or an opportunity to strengthen our value chains, raise standards, and focus on innovation, speed, and differentiation. The challenge for Mexico is not to halt Asian progress, but to build an industry capable of competing in quality, specialization, and responsiveness,” shared Iván Hernández, CEO of QIMA.

The company also noted that during the first quarter of 2026, Latin American buyers accounted for 32% of the inspections and audits carried out by the firm in China, surpassing Europe for the first time in the company’s records.

This behavior is occurring amidst a reconfiguration of international trade. While the United States continues to diversify its supply sources in Asia, Latin America is strengthening its position as a strategic buyer of Chinese products, particularly consumer goods and household items.

In addition to Mexico, other markets in the region also showed an increase in their demand for Chinese manufactured goods. Guatemala registered a 32% growth, while Argentina reported a 6% increase.

For QIMA, the increase in imports from China highlights the need to strengthen Mexico’s productive capacity .

Although the country has gained relevance as a destination for investments linked to nearshoring (relocation of production lines) and due to its proximity to the United States, the dynamism of purchases from Asia reflects opportunities to promote more specialized manufacturing, foster innovation and develop more robust value chains that allow for raising national competitiveness.

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El cargo Demand is growing for textiles, toys, and household goods made in China. apareció primero en T21.

Investment expectations in Mexico have not changed after the presentation of the Mexico Plan , stated Paulina Anciola, Deputy Director of Economic Studies at Banamex , considering that the strategy has not yet shown concrete results to trigger new productive projects .

The specialist explained that Banamex kept its economic projections for the country unchanged and currently forecasts a growth of 1.3% for 2026, above the consensus of analysts of 1.1% and the estimate of 0.8% from the Organization for Economic Cooperation and Development (OECD) .

“When the Mexico Plan came out, everyone was asking us: ‘Are you finally going to change your growth forecasts?’ The truth is, we didn’t make any changes,” he asserted.

Anciola pointed out that, although the strategy sets ambitious goals to boost investment and economic growth, there are still doubts about how they will be implemented and evaluated.

“We think that much of it remained just a very nice plan, with many good ideas and many metrics that would be good to achieve, but then it wasn’t followed up on. They didn’t explain how these goals are going to be met, how they are going to be implemented, or what indicators are going to be used to evaluate progress,” he commented.

The economist considered that one of the main obstacles to attracting capital continues to be the uncertainty perceived by investors in both the national and international environment.

“On the one hand they are telling you: ‘We have the Mexico Plan, we want to boost investment,’ but at the same time they have made a series of reforms that only increase regulatory uncertainty,” he stressed.

In his opinion, this situation has led many companies to adopt a cautious stance while they observe the evolution of the reforms and the economic environment.

“What we have seen in recent years is that investors seem to be in wait-and-see mode, waiting a bit to see how the reforms turn out,” he said.

He also emphasized that Foreign Direct Investment (FDI) announcements should be analyzed in greater detail. Although the overall figure was positive last year, Banamex observed a decline in FDI during the fourth quarter.

Furthermore, he explained that a large part of the reported resources correspond to reinvestment of profits from companies that already operate in Mexico and not necessarily to the arrival of new productive projects .

“When you break down the data, there are no new investments. Virtually all foreign investment is from the large companies that are already here,” he stated.

According to Anciola, as long as a new wave of investment is not observed and uncertainty persists, it will be difficult for Mexico to fully take advantage of the opportunities associated with the relocation of production chains.

“Until we see a wave of new investments, I don’t think we can say that it’s materializing,” he concluded, referring to nearshoring .

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

El cargo Plan Mexico has not changed investment expectations: Banamex apareció primero en T21.

LEON, GTO.- International trade and supply chains are in a stage of change that forces a rethinking of strategies, investments and business models, explained Luis Angel Mera, co-founder and CEO of Vertice Worldwide .

In his keynote address, “What’s happening in global logistics and where are we headed? The most disruptive decade since the creation of the shipping container has already begun!”, at the second edition of  Road 2 Logistics Automotive 2026 , organized by the  Industrial Cluster , the specialist argued that the rules that defined the growth of the logistics sector over the last few decades are no longer sufficient to meet current challenges . Geopolitical uncertainty, market concentration, and pressure on infrastructure are reshaping competitiveness.

Speaking to representatives from the automotive industry, supply chains, and logistics operators, Mera González explained that global maritime transport is increasingly concentrated in a small group of shipping companies and strategic alliances, which gives these actors greater negotiating power and forces other participants in the chain to redefine their value proposition .

This trend has direct implications for independent freight forwarders and logistics operators, who face competition from increasingly larger companies.

Mera emphasized that logistics is no longer a predictable activity . While companies used to be able to design strategies with five- or ten-year horizons, “now it’s changing from one week to the next.”

Uncertainty stemming from U.S. trade policies was identified as one of the factors that most influence investment decisions in North America, as it generates caution among companies evaluating expanding operations, building warehouses, or installing new production plants.

Another point he highlighted was the growing vulnerability of ports. Mera recalled recent cases of congestion in Latin America, where delays caused significant logistical cost overruns , operational disruptions, and losses for importers and exporters.

Port infrastructure has become a strategic element for the competitiveness of countries. According to the United Nations Conference on Trade and Development (UNCTAD) , more than 80% of global merchandise trade is transported by sea, making ports fundamental facilities for the functioning of global supply chains.

The event also addressed the impact of geopolitics on international logistics . Investments in ports, logistics corridors, and infrastructure projects no longer respond solely to economic criteria, but also to the strategic interests of countries and trade blocs.

In this context, Latin America faces the challenge of maintaining its competitiveness while navigating the trade tensions of the world’s major economies. For Mexico, this situation is particularly relevant due to its integration with the United States and the phenomenon of nearshoring (the relocation of companies).

Luis Ángel Mera emphasized that specialization will be one of the decisive factors for the success of logistics operators. He indicated that having in-depth knowledge of an industry, understanding its production processes, and anticipating its risks will allow them to generate higher-value solutions for their clients.

In the specific case of the automotive sector, he stated that understanding cargo movements is no longer enough. Logistics providers must understand the entire supply chain structure , from first-tier manufacturers to second- and third-tier suppliers, to meet the demands of this industry.

Mera questioned the traditional approach based solely on price. In this regard, he argued that many operators continue to focus their commercial proposals on rates and volumes, while supply chain managers face broader challenges related to planning, resilience, operating costs, and business continuity .

According to their vision, the next generation of successful logistics companies will be those capable of evolving from a transactional supplier to a strategic partner . This involves understanding the customer’s objectives, participating in solving operational problems, and contributing directly to value creation within the supply chain.

The conference’s message was clear: logistics can no longer be limited to the movement of goods. In an environment marked by market concentration, pressure on infrastructure, geopolitical uncertainty, and the transformation of supply chains, adaptability and specialization will be the main differentiators for companies.

Comment and follow us on LinkedIn:  @Humberto Cruz Moya  / @GrupoT21

El cargo Specialization, geopolitics, and resilience redefine logistics in the new era apareció primero en T21.