Some companies change course. Few achieve something more difficult: evolving without losing the essence that gave rise to them.

That is, perhaps, the best way to understand the history of CIMA Group .

It would be easy to tell its story based on its results: in the last year it handled one million containers ; over twenty-five years it consolidated its presence in the country’s main ports; it integrated transport, inspection, storage, foreign trade, and strategic infrastructure; and it ushered in a new era of digital logistics. But to do so would be to start at the end.

Before the infrastructure and the companies that make up CIMA Group, there was a decision. Together with his wife, Fátima Magallón, and his brothers, Omar and Irving Romero, César turned a conviction into reality.

During his university years, César Romero García recounts, he developed a thesis as his final project. What for most represents the end of an academic stage, for him became the beginning of a life project . The thesis didn’t remain filed away. He decided to bring it to the real world, convinced that an idea acquires value by transforming reality.

The decision shaped how the organization would understand growth: as the consequence of finding new ways to serve.

Comment and follow us on LinkedIn:  @GrupoT21

El cargo Serving is the highest peak apareció primero en T21.

Operations at Mexico’s main ports began to show signs of recovery just as international trade prepares for the peak season. After four consecutive months of decline, the Average Trucking Time Indicator (ITPAP) , compiled by T21 Business Intelligence , registered a further decrease in June in the time that import trucks spend within port facilities to complete the cargo reception and dispatch cycle.

The average commute time decreased from 7 hours, 1 minute, and 7 seconds in May to 6 hours, 33 minutes, and 43 seconds in June . This reduction of 27 minutes and 24 seconds, equivalent to 6.5%, made June the best month of the first half of the year.

The indicator’s trajectory shows two clearly distinct phases. Between January and April, the average commute time increased by 4 hours, 18 minutes, and 13 seconds, equivalent to 48.9%, reaching its peak in April at 13 hours, 5 minutes, and 46 seconds. May marked the turning point, with a drop of 6 hours, 4 minutes, and 39 seconds compared to the previous month, and June continued the recovery.

Evolution of ITPAP in 2026

The improvement in June was distributed across the three components of the ITPAP: customs, handling, and waiting . The average time spent on customs processes decreased from 3 hours, 26 minutes, and 9 seconds in May to 3 hours, 13 minutes, and 12 seconds in June, a reduction of 12 minutes and 57 seconds.

Maneuvering time decreased from 1 hour, 33 minutes, and 52 seconds to 1 hour, 25 minutes, and 53 seconds, while waiting time decreased from 2 hours, 1 minute, and 5 seconds to 1 hour, 54 minutes, and 38 seconds. Although all three stages improved, customs remained the longest component of the port cycle.

May-June comparison

The simultaneous decrease in all three components offers a positive signal for the logistics chain ahead of the peak season , a period that traditionally sees increased pressure on terminals, customs, yards, and trucking services. However, the performance in the coming months will determine whether this recovery is sustainable as demand grows.

During June, 4,048 GPS movements were analyzed at the ports of Manzanillo, Lázaro Cárdenas, Altamira, and Veracruz, the only ports considered by ITPAP due to their importance within the National Port System. The number of movements corresponds exclusively to the monitored sample and does not represent the total number of operations at the four ports.

Lázaro Cárdenas reduces the time by more than an hour, but retains the most time.

Lázaro Cárdenas maintained the longest average stay among the ports evaluated in June, although it also registered one of the most significant improvements of the month. The average stay decreased from 9 hours, 31 minutes, and 19 seconds in May to 8 hours, 28 minutes, and 25 seconds in June.

The reduction was 1 hour, 2 minutes, and 54 seconds, equivalent to 11.0%, the second largest absolute decrease among the four venues. The result shows a significant recovery, but still leaves the Michoacán port almost two hours above the ITPAP average.

Lázaro Cárdenas: May-June comparison

The improvement was seen in all three components. Customs processing time was reduced by 29 minutes and 28 seconds , maneuvering time decreased by 15 minutes and 52 seconds, and waiting time was reduced by 17 minutes and 34 seconds.

The greatest savings were concentrated in customs, but this process continued to absorb nearly half of the port’s total processing time. In June, it reached 4 hours, 9 minutes, and 42 seconds , a period longer than the total processing time recorded by some ports at other times in the series.

The maneuvers also remained longer than those observed at the other facilities, while the wait exceeded two hours. Therefore, although the monthly reduction represents progress, Lázaro Cárdenas still has the greatest potential to expedite the land transport of goods.

Veracruz leads the monthly recovery

Veracruz registered the largest absolute and percentage reduction in June. Its average travel time decreased from 7 hours, 22 minutes, and 2 seconds in May to 6 hours, 15 minutes, and 26 seconds, a reduction of 1 hour, 6 minutes, and 36 seconds, equivalent to 15.1 percent.

The result placed the port below the June ITPAP average and reduced the gap with Altamira and Manzanillo , the two venues with the shortest times within the ITPAP.

Veracruz: May-June comparison

The improvement was widespread. Customs processing time decreased by 29 minutes and 45 seconds, maneuvering time decreased by 13 minutes and 12 seconds, and waiting time decreased by 23 minutes and 40 seconds.

In percentage terms, the largest reduction was in waiting times, with a drop of approximately 18.5%. Customs and handling decreased by about 13.9% and 13.2%, respectively.

Veracruz’s performance shows that the recovery did not depend solely on one stage of the process. The combined reduction of all three components allowed for a reduction of more than an hour in the total time and improved its ranking compared to the other ports analyzed.

Manzanillo and Altamira consolidate operational stability

While Lázaro Cárdenas and Veracruz led the port system’s recovery in June, registering the most significant reductions in their turnaround times, Manzanillo and Altamira remained virtually unchanged. Both ports maintained the lowest average turnaround times in the ITPAP (Port Turnaround Time Index), a sign that their operational performance held steady even after the upturn recorded in May.

The difference between the two groups of ports is significant. While the ports that had accumulated the most pressure during the first four months of the year began to recover efficiency, Manzanillo and Altamira confirmed that they operate on a more stable basis, with relatively small monthly variations and turnaround times below the national average.

Manzanillo maintains one of the best performances in the system

Manzanillo recorded an average travel time of 5 hours, 34 minutes, and 16 seconds in June , compared to 5 hours, 19 minutes, and 10 seconds in May. The increase was 15 minutes and 6 seconds, equivalent to 4.7 percent.

Although it was the only port that showed a monthly increase, it continued to rank among the facilities with the shortest stay of the monitored units and remained almost an hour below the national average.

Manzanillo: May-June comparison

Manzanillo’s monthly increase was primarily due to changes in customs processing times and wait times. Customs processing times rose from 2 hours, 36 minutes, and 49 seconds in May to 2 hours, 43 minutes, and 36 seconds in June, while wait times increased from 1 hour, 31 minutes, and 8 seconds to 1 hour, 37 minutes, and 43 seconds. Maneuvering times showed a smaller variation of just 1 minute and 43 seconds. Even with this adjustment, the port maintained one of the lowest average processing times in the ITPAP (Port of Ports Administration Report) and remained almost an hour below the average.

Altamira reaffirms its operational leadership

Altamira once again had the lowest average ITPAP transit time of any port . In June, it recorded 5 hours, 19 minutes, and 46 seconds, just 1 minute and 24 seconds more than in May, when it reported 5 hours, 18 minutes, and 22 seconds.

The variation was only 0.4%, the lowest among the four ports evaluated, confirming a highly consistent operational behavior.

Altamira: May-June comparison

Although the overall average processing time at Altamira increased by only 1 minute and 24 seconds between May and June, the behavior of its components shows a different dynamic. Customs processing remained virtually unchanged, with a reduction of only 10 seconds, while maneuvering times decreased by 5 minutes and 2 seconds. However, this improvement was offset by an increase of 6 minutes and 36 seconds in waiting times, leaving the port’s overall performance virtually unchanged.

This behavior confirms the operational stability of Altamira, which remained the venue with the lowest average ITPAP time during June.

Two dynamics explain the system’s recovery

The behavior in June shows that the improvement in the indicator did not follow a homogeneous trend.

On the one hand, Lázaro Cárdenas and Veracruz led the recovery by significantly reducing their stay times, correcting some of the deterioration accumulated during the first four months of the year.

On the other hand, Manzanillo and Altamira maintained stable performance, with times that continued to be the lowest in the system. This combination explains the decrease in the ITPAP average and reflects a more balanced operating scenario as the peak international trade season approaches.

However, when the indicator is broken down, a common pattern persists in the four ports: customs continues to be the process that accounts for the majority of the time spent by import units.

Where is attention span concentrated? (June 2026)

In all four ports, customs processing accounts for nearly half of the total time trucks spend within the port area. This share ranges from 48.9% to 49.5%, a minimal difference that confirms customs remains the primary driver of operational productivity, regardless of the port analyzed.

Overall, the June results indicate that the Mexican port system is entering the peak season in better shape . After registering its worst performance of the year in April, the ITPAP has now seen two consecutive months of recovery, demonstrating simultaneous improvements in customs processes, handling, and waiting times.

The challenge for the second half of the year will no longer be simply maintaining the downward trend observed in May and June, but demonstrating that the port system can absorb the seasonal increase in cargo without returning to the congestion levels recorded during the first four months. The peak season will test whether the recovery observed by ITPAP represents a structural change in operations or merely a temporary improvement before the surge in demand.

During June 2026, the indicator was compiled using a sample of 4,048 movements. Therefore, the results reflect only the behavior of the monitored operations and not the total universe of port movements.

Delays also have a cost for trucking.

Although operational performance varies between ports and periods, the reality is that none of the country’s major port facilities are immune to episodes of saturation, congestion, or operational complexities that ultimately affect the flow of trucking. Beyond the amount of time a tractor-trailer spends inside the port, these conditions directly impact the productivity of trucking companies, increase their operating costs, and reduce the capacity available to serve the market.

An analysis prepared by T21 Business Intelligence , with information provided by trucking companies, shows that delays recorded at ports generate economic losses that transcend carriers and end up being reflected throughout the logistics chain.

In the case of Altamira, the companies consulted estimate that the delays could reduce the productivity of their units by up to 30% . Considering the average monthly revenue per tractor-trailer and a flow of approximately three thousand daily entries to the port, the economic impact of lost productivity could exceed nine billion pesos per month.

The problem is not unique to one port. Extrapolating the analysis to Manzanillo, Lázaro Cárdenas, Veracruz, and Altamira, the country’s four main commercial ports, reveals that more than 10,000 trucks enter daily , meaning that any increase in service times has a multiplier effect on equipment availability, driver utilization, and logistics costs.

In Manzanillo, for example, the transport companies consulted indicate that the delays force them, on average, to add 7.5 additional double-trailer trucks to maintain the same level of service. Beyond the additional investment in assets, this situation means that existing units stop generating revenue, which, in total, translates to more than two billion pesos in lost sales.

Data from the Top 100 Trucking® report , compiled by Grupo T21, supports this loss of productivity. While the average monthly mileage of the country’s leading companies reaches 13,125 kilometers per unit, and some even exceed 25,000 kilometers, there are companies whose operations are highly concentrated in ports and whose tractor-trailers barely travel between 5,000 and 8,000 kilometers per month, reflecting the time they remain idle waiting to complete their operational cycle.

Comment and follow us on LinkedIn: @GrupoT21

El cargo ITPAP confirms in June the operational recovery of Mexican ports ahead of the peak season apareció primero en T21.

The port of Manzanillo, Mexico’s busiest for containerized cargo, closed the first half of 2026 with near double-digit growth in container traffic, but this aggregate figure only tells part of the story. Behind the increased volume lay a deeper transformation: cargo became even more concentrated at the SSA Marine Mexico and Contecon Manzanillo terminals , while TIMSA ( owned by Hutchison Ports ) and OCUPA (also owned by SSA) lost market share, and several shipping lines significantly altered their presence at each terminal.

Between January and June 2026, Manzanillo handled 1,168,785 boxes, equivalent to 2,071,263 TEUs (20-foot containers) , compared to 1,068,563 boxes and 1,884,028 TEUs for the same period in 2025. This represented annual increases of 9.4% and 9.9%, respectively, according to data from the National Port System Administration (Asipona) Manzanillo .

Manzanillo’s total movement

The port added 187,235 TEUs in one year. However, the growth was not driven by imports, traditionally linked to the arrival of goods from Asia, but by operations classified as exports and by transshipments .

Exports and transshipment contribute almost all of the growth

Imports reached 847,841 TEUs, just 10,779 more than a year earlier, representing a 1.3 percent increase. Exports, on the other hand, rose by 132,843 TEUs, equivalent to 17.1 percent, while transshipments added 43,614 TEUs, growing by 16.2 percent .

Movement by type of operation

Exports accounted for approximately 71% of the additional volume, while transshipments contributed another 23%. Imports generated less than 6% of the net increase.

However, the export category should be interpreted with caution. Port statistics include both full and empty containers , so the increase cannot be directly equated with a similar growth in Mexican goods shipped abroad.

The composition of the activity also changed. Imports reduced their share from 44.4% to 40.9%; exports increased from 41.3% to 44% and became the main operating component; and transshipments rose from 14.3% to 15.1%.

SSA and Contecon capture more volume than the port grew.

The main transformation occurred in the distribution of cargo between terminals.

SSA increased from 806,523 to 921,028 TEUs , a rise of 114,505 units or 14.2 percent. Contecon advanced from 740,602 to 854,298 TEUs, with an additional 113,696 and an expansion of 15.4 percent.

Together, both terminals added 228,201 TEUs , an amount exceeding the net growth of the entire Manzanillo port. The difference is explained by the declines recorded at TIMSA and OCUPA, which together lost 40,967 TEUs.

Movement by terminal

TIMSA went from 174,135 to 152,130 TEUs , while OCUPA fell from 162,769 to 143,807. The two declines partially offset the growth of the leading terminals.

Participation by terminal

SSA and Contecon increased their combined stake from 82.1% to 85.7%, while TIMSA and OCUPA reduced theirs from 17.9% to 14.3%.

The figures confirm a reconcentration of cargo , although they don’t, on their own, allow us to conclude that specific services have migrated directly between terminals. To demonstrate such shifts, it would be necessary to review itineraries, frequencies, alliances, and the commercial decisions of each shipping company. What the data does show is that the two largest facilities grew at the same time that the others lost volume and relative market share.

ONE retains its port leadership

In the consolidated figures for Manzanillo, the Japanese company ONE led the movement with 337,577 TEUs, equivalent to 16.3% of the total. Hapag-Lloyd came in second, with 293,836 TEUs; followed by MSC , with 264,764; and Maersk , with 243,074.

CMA CGM ranked fifth, with 184,147 TEU; Cosco Shipping reached 177,615 and Evergreen closed the group of the seven largest with 144,883 TEU.

Top 20 shipping lines in Manzanillo, January-June 2026

The first four shipping lines accounted for approximately 55% of the traffic ; when CMA CGM, Cosco, and Evergreen were added, the top seven accounted for roughly 79.5%. The top 20 represented almost 98% of the port volume.

The four largest shipping companies do not explain the expansion

Manzanillo’s growth was not uniformly matched by its four largest operators.

ONE was the only one to advance, although by just 1.9 percent. Hapag-Lloyd declined 2.6 percent, MSC fell 7.3 percent, and Maersk dropped 11.4 percent.

Evolution of the four main shipping companies

These companies collectively handled almost 54,000 fewer TEUs, even though the port grew by more than 187,000. Their combined market share decreased from around 63.3% to 55%.

The data reveals that the expansion came from a broader base of operators, particularly CMA CGM, Cosco, Evergreen and various medium-sized Asian shipping lines, in addition to changes in cargo distribution by terminal.

SSA: Three shipping companies account for almost 84% of the movement

The SSA structure shows a high concentration in ONE, Hapag-Lloyd and Maersk .

ONE increased its TEU capacity from 224,456 during the first half of 2025 to 274,782 in 2026, a 22.4 percent increase. With this result, it displaced Hapag-Lloyd as the terminal’s main shipping line.

Hapag-Lloyd increased 8.5% to 259,477 TEUs, while Maersk advanced 19.4% to 236,383 TEUs. The three companies accounted for 770,642 TEUs, equivalent to 83.7% of SSA’s total movement.

MSC also significantly increased its activity, going from 31,058 to 86,009 TEUs, while ZIM rose from 3,960 to 46,353. HMM was the only line in the group with a contraction, losing nearly 2,000 TEUs.

SSA’s net growth cannot be attributed solely to one company. ONE contributed an additional 50,326 TEUs , Maersk 38,471, and Hapag-Lloyd 20,249; these were complemented by strong gains from MSC and ZIM.

ONE also exhibited a distinct operational profile due to its high transshipment activity. Of its 274,782 TEUs at SSA, 144,991 corresponded to connections between maritime services, more than half of its volume within the terminal.

Contecon: CMA CGM retains first place despite setback

Contecon presented a different picture. Its three main clients were CMA CGM, MSC, and Cosco , which together accounted for 517,976 TEUs, equivalent to 60.6% of the terminal’s activity.

CMA CGM led the movement with 183,947 TEUs; followed by MSC, with 175,796; and Cosco, with 158,233. Wan Hai was in fourth position, with 77,261 TEUs; ONE reached 62,397 and PIL , 53,518.

Main shipping companies at Contecon, January-June 2026

CMA CGM’s leadership was not associated with expansion. The shipping company’s volume fell from 208,114 to 183,947 TEUs, a drop of 11.6 percent. MSC also saw a decrease, from 209,166 to 175,796 TEUs, equivalent to a 16 percent decline.

In 2025, MSC had surpassed CMA CGM by just over 1,000 TEUs. In 2026, CMA CGM took first place because its contraction was less than that recorded by MSC.

Evolution of the main shipping companies of Contecon

Contecon grew 15.4% despite CMA CGM and MSC jointly losing 57,537 TEUs. The advance was mainly supported by Wan Hai, which added 67,615 TEUs; PIL, with an additional 53,194 on a marginal basis; HMM, with 18,834; Cosco, with 16,940; and ONE, with 8,811.

This performance demonstrates a significant restructuring of the terminal’s portfolio . While its two largest historical clients declined, a combination of Asian carriers more than offset those losses.

Two terminals with different profiles

SSA and Contecon shared growth rates exceeding 14%, but their shipping structures were different.

In SSA, ONE, Hapag-Lloyd, and Maersk accounted for almost 84% of the volume. Contecon showed a distribution less dependent on a single line, although CMA CGM, MSC, and Cosco accounted for more than 60%.

SSA strengthened its position with growth from its three largest clients, in addition to MSC and ZIM. At Contecon, the opposite occurred: the two leading shipping lines declined, and the increase came from operators in secondary positions during 2025.

The result combines a greater physical concentration of cargo in two terminals with a relative diversification of growth among shipping companies.

The transpacific market adds volatility to the realignment

The transformation in Manzanillo occurred during one of the most volatile periods in recent history for services between Asia, Mexico, and the West Coast of South America . During June, rates shifted dramatically in just a few weeks due to sharp adjustments in space availability and congestion at origin and transshipment ports.

The Eternity Group Mexico EAX index closed May at $3,488 per FEU (40-foot equivalent unit) , but during the first weeks of June it climbed to a high of $6,500. The surge was related to a contraction in supply inherited from the previous month, when the corridor registered a capacity deficit of up to 24,000 TEUs.

The situation reversed during the second half of June. Congestion created an injection of space that shifted the balance from a deficit to a surplus of 42,000 TEUs, causing tariffs to correct toward the $5,000 per FEU mark. The speed of this shift demonstrated the sensitivity of prices to any weekly change in capacity deployment.

The period also coincided with the global delivery of new container ships with a combined capacity of 183,089 TEU. CMA CGM led the way by taking delivery of three vessels totaling 45,460 TEU, while OOCL added the largest single vessel of the month, with a capacity exceeding 24,000 TEU.

The fleet expansion opened the possibility of tariff stabilization during July, with levels close to four thousand dollars per FEU, although this was contingent on weekly capacity remaining above 150,000 TEUs. Even so, the cost reduction does not eliminate the operational risks associated with schedule changes, congestion, weather, and reduced reliability of transit times.

In this context, Manzanillo’s 9.9% growth did not occur under stable conditions. It took place amidst a temporary shortage of space, abrupt tariff increases, subsequent capacity recovery, and ongoing adjustments to shipping services.

Port statistics and freight rates reveal two sides of the same market. While Manzanillo processed more containers, shipping lines adjusted capacity, port calls, and equipment allocation to adapt to a changing corridor. This underscores the importance of logistics planning : higher port volume alone does not guarantee stable space, reliable schedules, or predictable rates.

The first half of the year thus left a new operational map: SSA and Contecon concentrated 85.7% of the cargo; TIMSA and OCUPA lost ground; ONE maintained its port leadership; CMA CGM led Contecon despite falling behind; and shipping companies such as Wan Hai, PIL, HMM and Cosco gained relevance amid unprecedented volatility in transpacific freight rates.

Comment and follow us on LinkedIn:  @Enrique Duarte Rionda / @GrupoT21

El cargo Cargo is being reorganized in Manzanillo; SSA and Contecon strengthen their dominance as the shipping map changes apareció primero en T21.

The saturation of the port of Manzanillo and the expansion work on the highway towards Colima are putting pressure on freight transport, generating congestion, longer travel times and additional costs for companies that depend on Mexico’s main commercial port, according to Yax Tzel Nolasco Gómez, president of the Manzanillo Freight Transporters Union (UTCM) .

According to UTCM , the combination of both factors has complicated the daily operations of carriers and is beginning to affect the entire logistics chain , from operators to importers and exporters.

“Today the port is experiencing considerable saturation, which has caused the collapse of each and every road leading to and from the port, as well as its entrance,” Nolasco noted.

He explained that congestion at the entrances forces cargo units to wait longer to enter or leave the port area, which increases operating costs and reduces the efficiency of freight transport.

Adding to this situation are the ongoing road widening works on the Manzanillo-Colima highway . According to Nolasco Gómez, one section has been under construction for over three and a half years without completion, while another recently began; however, both continue to cause problems due to a lack of signage, traffic coordination, and a more efficient response to congestion, particularly in the section known as La Salada .

The leader warned that these factors ultimately affect the country’s logistical competitiveness , as it is the port with the highest volume of containerized cargo in Mexico.

“We must not forget that, of every 10 containers that transit through the country, four enter through Manzanillo,” he stated, noting that any delay in this corridor affects the supply of goods for various productive sectors.

The disruptions to freight transport are occurring within a context of sustained growth in port activity. According to the National Port System Administration (Asipona) Manzanillo , between January and June of this year, the port handled 15.5 million tons of commercial cargo , a 4.9% increase compared to the same period in 2015. If total cargo is considered, including the movement of petroleum products, the volume reached 16.3 million tons , 5.5% more than last year.

This increase represents greater demand for the land infrastructure connecting the port to the rest of the country . During the same period, TEU (20-foot equivalent unit) traffic reached 2.07 million , 9.9% higher than in the same period of 2025, while vessel arrivals grew by 8.7% . These indicators imply a greater flow of goods and, consequently, increased traffic of freight trucks accessing the port area.

Regarding the surveillance of the corridor, he clarified that the problem is not the absence of the National Guard , but rather that the operational capacity is insufficient to handle the flow of vehicles that travel daily on the federal highway.

“Yes, there is a National Guard presence; the problem is that it’s not enough. We need more patrols and more support in terms of patrols,” he commented. He added that around eight thousand vehicles travel along this corridor daily , so he considered it necessary to strengthen the presence of authorities to respond more quickly to incidents and reduce disruptions to freight transport.

The need to strengthen coordination between authorities and stakeholders in the port community was also reflected in a document released by UTCM, in which the Manzanillo Customs Directorate proposes actions to address the congestion at the port’s entrances. According to information shared by the organization, these requested measures would involve the National Port System Administration (Asipona) Manzanillo , whose director general also chairs the Manzanillo Port Community (Copoma) .

According to UTCM, until the pending infrastructure is completed and measures are implemented to expedite access to the port, freight transport will continue to face delays that impact logistics competitiveness and Mexican foreign trade.

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

El cargo At the limit! Port congestion and road construction are putting pressure on freight transport in Manzanillo apareció primero en T21.

The modernization of port infrastructure continues to drive progress in Manzanillo. Hutchison Ports TIMSA announced an investment of over 70 million pesos to incorporate two new electric rubber-tired gantry cranes (e-RTGs) , with which it seeks to increase the operational capacity of its terminal and meet the ongoing growth in container traffic at Mexico’s main Pacific port.

The new cranes arrived at the port on June 29 aboard the vessel Xiang He Kou, from China, and will be used for yard operations at the terminal. With a lifting capacity of 45 tons each , the cranes will optimize container handling, increase operational productivity, and strengthen the port’s response capacity to the growing cargo volumes.

The investment is part of the expansion process that Hutchison Ports TIMSA is developing in Manzanillo , in which the renewal of equipment is part of a strategy aimed at increasing the operational efficiency of the terminal in the face of an environment of greater demand for supply chains and international trade.

“We continue to invest in infrastructure and technology because we know that logistical competitiveness depends on having increasingly efficient, safe, and sustainable equipment. These new cranes will strengthen our operational capacity and allow us to continue offering a reliable, world-class service to our clients,” stated Jaime Andrés García López, General Manager of Hutchison Ports TIMSA.

In addition to the operational component, the company highlighted that the new equipment runs on 100% electric technology, thus contributing to a reduction in fossil fuel consumption and improving the environmental performance of the terminal’s operations. This addition is part of Hutchison Ports’ global sustainability strategy, which aims to reduce its absolute Scope 1 and 2 greenhouse gas emissions by 54.6% by 2033, using 2021 levels as a baseline, and to achieve net-zero emissions across its entire value chain by 2050 through the incorporation of cleaner technologies and more efficient processes.

The acquisition of these cranes is part of a broader investment the company is currently making in Manzanillo, including the opening of a new external yard designed to expand the terminal’s logistics capacity, expedite container flow, and meet the growing volume of foreign trade at the port. It’s worth noting that this project represented an investment of approximately 690 million pesos and was conceived to increase the terminal’s capacity to handle the increasing volume of containerized cargo.

The announcement comes as Manzanillo maintains its national leadership in container traffic. According to figures from the National Port System Administration (Asipona) Manzanillo , the port handled 3.89 million twenty-foot equivalent units (TEUs) in 2025 and, in the first quarter of 2026 alone, exceeded one million TEUs, driven by the strengthening of transpacific trade and the logistical demand linked to nearshoring (relocation of production lines).

Under this scenario, the expansion of capacity in port terminals is emerging as one of the key factors to sustain the competitiveness of the country’s main maritime hub in the face of the growth of international trade flows.

Comment and follow us on LinkedIn:  @GrupoT21

El cargo Hutchison Ports TIMSA adds two new electric cranes in Manzanillo apareció primero en T21.

Hazardous materials preparedness continues to gain importance within the operations of the Port of Manzanillo, one of the most important logistics hubs in the Mexican port system. In this context, the Manzanillo Port Authority (Asipona) conducted a specialized training exercise on the identification and containment of hazardous materials (HAZMAT) , aimed at strengthening the operational capabilities of its personnel.

The training session was part of the ongoing risk response plan implemented at the port and focused on enhancing the response capacity of the teams responsible for handling emergencies within the maritime-port facilities. The activities combined theoretical and practical exercises geared towards managing incidents involving hazardous substances, an increasingly sensitive component of logistics and foreign trade operations.

With this, Asipona Manzanillo seeks to strengthen the action protocols of its operational staff, particularly the Port Emergency Coordination (CEP) , the area responsible for coordinating immediate reaction actions to different contingency scenarios within the port.

The practice is also framed within compliance with the Port Emergency Response Plan , an instrument that establishes specific guidelines to deal with incidents that may compromise the safety of operations, infrastructure or personnel involved in maritime and logistics activity.

The port authority emphasized that these types of drills and training sessions are conducted continuously and under different scenarios within the port community, with the aim of strengthening inter-institutional coordination and ensuring timely attention to any eventuality.

The increasing movement of goods and hazardous materials in the port of Manzanillo has raised the need to maintain trained personnel and updated protocols , particularly in an environment where operational continuity and safety have become strategic factors for port competitiveness.

With these actions, Asipona Manzanillo reinforces its risk prevention and management strategy , while seeking to consolidate safer conditions for operations and for the various actors that make up the maritime-port community.

Comment and follow us on LinkedIn:  @GrupoT21

El cargo Asipona Manzanillo strengthens emergency response apareció primero en T21.

The Labor Day holiday in China, celebrated from May 1st to 5th, presents a logistical challenge for international trade due to the temporary closure of its main economic engines. This period results in a three- to five-day pause in factories and ports, disrupting the flow of goods to key markets such as Mexico . The holiday is not an isolated event, but rather a phenomenon that overwhelms the operational infrastructure in cities like Shanghai, Ningbo, and Shenzhen.

In an interview with T21, Arturo Gómez Marín, senior manager of Customs and Foreign Trade at  CGA Customs Consulting , explained the magnitude of the problem in the global supply chain .

“ Both the available space in China and the use and availability of containers are beginning to experience significant saturation, because if we look at it as a chain, there is already a demand for ships and containers. So, with this overdemand and the resulting shortage, you start to see an effect with the increase in maritime freight costs; then you begin to see a bottleneck generated by this saturation in Chinese ports,” he noted.

In Mexico, the five-day shutdown of these three Chinese ports directly impacts the customs offices in Manzanillo, Colima, and Lázaro Cárdenas, Michoacán , which could face bottlenecks, as delays could extend up to 15 days within the country. As a result, storage and demurrage costs increase.

“For an importer, an operator in Mexico could have an impact of up to 30 percent. Because remember that you’re dealing with the increased freight costs in China, and you’re also paying for additional handling at Mexican ports. So, you’re already seeing a significant increase,” he indicated.

The situation is further complicated by geopolitical factors, Gómez explained, such as conflicts in the Middle East and the Strait of Hormuz , which limit the supply of raw materials. This scarcity forces buyers to seek inputs in other regions at higher prices to avoid complete production shutdowns. The combination of holidays and geopolitical crises creates a highly uncertain scenario for importers and affects certain sectors more than others, such as the automotive industry.

“There are materials that are needed for production, and it’s more expensive not to have them than to pay those extra costs (…)  the automotive industry, of course, a plant shutdown is very costly. I think the chemical industry, because shutting down a reactor is also very complex. I believe they would be absorbing the extra costs,” he warned.

For sectors involving finished goods, such as textiles, footwear, or toys, the recommendation is usually to wait for logistics to stabilize after the holidays . However, any decision must be accompanied by sound planning to avoid compromising operations. “I believe that right now the supply chain needs to be strategic,” Gómez emphasized.

Recommendations for importers

Both Gómez and Jocelyn Martínez, senior import contracts analyst at Eternity Group Mexico , shared a series of recommendations with T21 to mitigate the impact of the holiday and ensure the continuity of business operations:

• Anticipation: Plan shipments, make bookings and shipping arrangements at least four weeks in advance of the start of the holiday and confirm itineraries.
• Document management: Request documents such as certificates of origin or invoice corrections well in advance of the closure of administrative offices in China. Also, ensure that commercial invoices, packing lists , and certificates are ready before closing time.
• Safety stock: Maintain a reserve stock that covers an additional two to four weeks of regular demand to avoid shortages.
• Direct routes: Avoid services with transshipments, as the risk of cargo being stranded in intermediate ports increases during the reorganization of shipping lines’ schedules.
• Plan B: Explore alternative ports and shipping companies to diversify entry options.
• Direct communication: Confirm with suppliers the actual dates of closure and restart of operations at 100%, as many factories extend their breaks beyond the official days.

Comment and follow us on LinkedIn:  @miroslavacallejas  /  @GrupoT21

El cargo From Labor Day in China to logistics costs in Mexico apareció primero en T21.

With the aim of optimizing loading and unloading operations at the port of Manzanillo, one of the main logistics hubs on the Mexican Pacific coast, Hutchison Ports TIMSA strengthened its operational infrastructure with the addition of two MHC ESP.10 electric cranes .

“The addition of these cranes represents a significant advance in our infrastructure, integrating state-of-the-art technology that allows us to operate with greater efficiency, precision and reliability,” highlighted Jaime Andrés García López, general manager of Hutchison Ports TIMSA.

The new cranes have a reach of up to 22 rows of beam and a lifting capacity of 100 tons , allowing them to efficiently service Super-Post-Panamax vessels of up to 15,500 20-foot containers (TEU), adapting to the new dimensions of international maritime trade.

The acquisition of this high-capacity equipment involved an investment of over 300 million pesos (MXN) . It arrived on April 15th aboard the BBC Aquamarine vessel, which sailed from Terneuzen, Netherlands.

The equipment will allow for increased productivity at the dock, optimization of loading and unloading maneuvers, and strengthening the capacity to serve larger vessels.

“With this equipment, we expect a more agile and fluid operation, which will contribute to optimizing loading and unloading times and offering a more efficient and competitive service for our clients,” García López emphasized.

He specified that with this addition, the fleet reaches a total of eight units, which will strengthen the operational availability of the terminal and allow it to respond better to market demand.

The new assets also contribute to improving the energy efficiency of port operations. This investment is part of Hutchison Ports ‘ commitment to sustainability and its global Net Zero strategy.

In 2021, the company initiated a commitment to reduce absolute Scope 1 and 2 Greenhouse Gas (GHG) emissions by 2033, aiming for a 54.6% reduction compared to the 2021 baseline. It has also set a goal of achieving net-zero emissions across its entire value chain by 2050 .

According to data from the National Port System Administration (Asipona) Manzanillo , the port handled 342,110 TEUs in March 2026, which represented an increase of 1.3% compared to March 2025; while in the accumulated January-March of this year it totaled 1,007,594 TEUs, a growth of 2.9% annually.

Comment and follow us on LinkedIn:  @GrupoT21

El cargo Hutchison Ports TIMSA incorporates 2 high-capacity electric cranes apareció primero en T21.

The expansion of Contecon Manzanillo , by the Philippine company International Container Terminal Services, Inc. (ICTSI) , comes at a particularly inopportune time. It arrives just as the country’s most important container port is beginning to slow down and the strain on its infrastructure no longer allows for piecemeal solutions. In this context, the terminal decided not to wait for the market: it is getting ahead of it.

What began in 2022 as a phased growth plan is now entering its most aggressive phase: the completion of phase 3B and the immediate start of phase 4 , in a move that combines investment, capacity and operational control in one of the most strained logistics hubs in the country.

“We are finishing phase 3B (…) we will begin phase 4 next week. Fortunately, I went to Manila, where our chairman is , and he gave me 2.4 billion pesos, so we are very happy ,” said José Antonio Contreras, CEO of Contecon Manzanillo, at a meeting with clients, outlining an investment that, in total, approaches 10 billion pesos. This is no small matter: it is, in the words of the executive himself, “the largest investment we are making worldwide,” within a group that operates approximately 35 terminals. And Contecon Manzanillo is among the top two terminals for the Philippine group.

Phase 3, nearing completion, will extend the terminal’s dock to 1,307 meters, enabling the simultaneous operation of three vessels up to 400 meters in length, in addition to adding 12 hectares of yards and new rail space. But it is Phase 4 that reveals the true scale of the project: an additional seven hectares, two gantry cranes, six new RTG cranes , more than 1,700 refrigerated connections, and, above all, the promise of doubling the cargo handling capacity.

The objective is explicit: to exceed the 2.5 million twenty-foot equivalent units (TEUs) of installed capacity . The underlying issue, however, is more complex. The expansion is occurring at a time when the port is no longer growing as it once did. “Manzanillo, in general, is not growing at the rates we had been experiencing in recent years. We are declining by around 5% (…) the market is contracting slightly,” Contreras acknowledged.

This slowdown is already beginning to be reflected in the numbers. From January to February of this year, the port of Manzanillo received 272,277 TEUs of imports, 3.1% less than in the same period of 2015. However, Contecon has not only withstood the decline but has gained ground: it handled 129,050 TEUs, a 4.7% year-on-year increase , according to figures from the port authority. The message is clear: in a shrinking market, competition is redefined, and efficiency begins to translate into market share.

Infrastructure, then, ceases to be just expansion and becomes strategy .

In that area, Contecon is betting on a front that has been underutilized in the port for years: the railway .

The physical expansion of the terminal is closely linked to this change. “We are doubling our capacity (…) we are moving to 5 kilometers of track, which will allow us to handle trains of up to 110 cars ,” explained Contreras, anticipating an operational shift that not only seeks to move more cargo, but to do so differently.

Today, Contecon already dominates this segment. It handles around 63-64% of Manzanillo’s rail freight , a position that is not accidental, but the result of a sustained strategy. But the data reveals something deeper: the railway is not only growing, it is also becoming more concentrated.

According to a slide presented during the event, Contecon has increased its share of rail freight for imported containers from 64% in 2024 to 65% in 2025, before adjusting slightly to 61% in 2026. Meanwhile, SSA Marine Mexico’s share rose from 22% to 25% and then to 33%, solidifying its position as the second largest player in this sector. TIMSA , in contrast, saw its share decrease from 12% to 9% and then to 6%, while Ocupa remains marginal.

The trend is clear: the railroad in Manzanillo is not only growing, it’s becoming concentrated in fewer hands . And that has structural implications. It’s not just about market share, but about who defines the port’s operational logic in a context where trucking continues to face saturation.

That’s where the second part of the announcement made during the Contecon Manzanillo event comes in: the new rail freight management model .

Lorena Rocha, Inland Services Manager at Contecon Manzanillo, hit the nail on the head: “ Today we noticed a black hole in this specific area (…) it’s not very clear and we believe it’s important to make it transparent.” This “black hole” is none other than one of the most opaque and critical aspects of the operation: the time that elapses from when a container is available in the yard until it actually leaves by train.

Currently, this process suffers from inefficiencies that the terminal itself acknowledges. “As of today, on average, from the time a container is available on the floor until it is documented, an average of 7.3 days pass (…) subsequently, from the time they are documented for the train until the terminal loads the train, today an average of 3.2 days pass,” Rocha explained. More than 10 days in a link that, in theory, should have high turnover.

The new model aims to break this inertia with three fundamental changes: digitization of information from before the ship’s arrival, appointment scheduling for rail loading, and complete container traceability. The goal is ambitious: to reduce documentation times to a window of three to five days and improve the overall efficiency of the process by up to 50%.

But the most significant change isn’t just in the system, but in the operation. With the rail expansion, Contecon will be able to assemble trains within the terminal , eliminating the need to wait for cargo consolidation from other terminals, a practice that currently reduces time and efficiency. “This can be a single-unit train with a single destination (…) that doesn’t require assembly outside the terminal,” Rocha explained.

The impact of this adjustment is profound: it involves moving from a model dependent on the port’s aggregate volume to a more autonomous one, where the terminal can control its outbound flow . In a port historically burdened by bottlenecks, that difference is critical.

Even so, the venture is not without risks. The terminal itself acknowledges that external factors can disrupt operations. “We are never immune to unforeseen circumstances… 2025 brought us a couple of events ,” admitted Rocha, referring to disruptions that affected the flow of the entire port system in Manzanillo, such as the demonstration and blockade of the facility by the customs officers themselves, which resulted in numerous operational disruptions.

Therefore, the expansion aims not only to grow, but also to withstand the test of time . “The goal (…) is that at an operational level we can recover more quickly from these events (…) and that they don’t affect us so significantly,” he added.

But the bottom line is not resilience, it’s repositioning .

Contecon isn’t just expanding yards or buying cranes. It’s trying to gain greater control over logistics flows in a port where congestion is no longer temporary, but structural. In that sense, rail is ceasing to be an alternative and becoming a tool of operational power.

The challenge is to ensure that this advantage doesn’t evaporate in a market that’s losing momentum. Because if growth ceases to be the driving force, competition becomes tougher, more selective, and less forgiving. And then, the difference will no longer be determined by who has the most installed capacity, but by who can move the cargo with greater certainty, less friction, and, above all, less time .

In Manzanillo, that battle has already begun . And this time, not everyone will win.

Comment and follow us on LinkedIn:  @Enrique Duarte Rionda  /  @GrupoT21

El cargo Expansion and train: Contecon’s move to dominate Manzanillo apareció primero en T21.

On the morning of Sunday, February 22, 2026, the National Intelligence Center and the Attorney General’s Office (FEMDO) , along with Special Forces of the Mexican Army, planned and executed an operation in Tapalpa, Jalisco, to arrest Ruben “N” (a) Mencho, the Ministry of National Defense (Sedena) reported in its afternoon information card .

It was later revealed that the man known as “El Mencho,” leader of the Jalisco New Generation Cartel, had been killed.

Following this situation, groups associated with this criminal organization carried out various acts of violence, primarily focused on the states of Jalisco, Colima, Morelia, and Nayarit. Later that evening, the National Guard (GN)  reported 252 road blockades across 20 states.

This morning, Capufe reported no incidents related to these blockades on its X account. Meanwhile, the National Guard also reported no vehicle fires , although its last report was at 7:26 pm this Sunday.

In response to this situation, yesterday, Sunday, the trucking and logistics sector began issuing information to protect the lives of its employees and prevent further damage to its infrastructure.

In the images shared by the authorities and in various media outlets, units from various transport companies were seen that were used to carry out blockades (narco-blockades) in the 20 aforementioned entities, where many of these units were set on fire.

In response, transport companies such as Autotransportes Pilot , Transportes Innovativos , Transmontes , Transportes Monroy Schiavon (TMS) , Transportes Industriales Unidos (TIUSA) , Grupo Flecha Amarilla; among others, announced through their social networks that they were pausing operations to avoid traveling on highway sections that were being taken over by members affiliated with the CJNG, thus affecting drivers and vehicles.

In her morning press conference, President Claudia Sheinbaum reported that there are no road blockades at the moment.

Focus on the port of Manzanillo

Due to the CJNG’s area of ​​influence, the port of Manzanillo was the most affected , and although around 2 p.m. this Sunday a message was released by Asipona Manzanillo , “requesting all terminals and users of the port to remain on alert within their facilities and reinforce all necessary measures to safeguard the integrity of their personnel.”

Later, around 3:28 p.m., Asipona Manzanillo itself issued a statement emphasizing that the port continued to operate regularly and there was no suspension of port activities or partial closures.

However, several terminals operating in this port, such as SSA Marine Mexico and Hutchison Ports TIMSA, announced that their operations would resume on Monday, February 23, at 8:00 a.m., with the goal of safeguarding their workers and facilities. As for the Contecon terminal in the same port, it reported that operations were continuing as directed by ASIPONA.

The Mexican Navy (Semar) indicated that in the case of the Manzanillo customs office – the second busiest and highest revenue-generating in the country – its closure does not imply a general closure of the port, since other areas of the customs facility were operational.

“In order to guarantee the safety of workers and facilities, all access points to the port have been reinforced, drone teams have been deployed for surveillance, and smaller vessels have been stationed in San Pedrito to control vessel traffic in the docks. Supervisory patrols are being carried out throughout the port area,” the Navy stated in a press release.

The Confederation of Associations of Customs Agents of the Mexican Republic (CAAAREM) recommended that its members “stay attentive to official notices and coordinate with their teams and clients.”

Puerto Vallarta, the most affected airport

Regarding the airports in the most affected area: Jalisco and Nayarit, the Federal Civil Aviation Agency (AFAC) reported this Sunday that the airports of Guadalajara, Puerto Vallarta and Tepic were operating normally.

However, airlines reported canceling operations to and from Puerto Vallarta airport, such as Volaris , while Viva reported canceling flights between this tourist destination and Monterrey and Toluca. Air Canada also reported canceling flights to this destination.

Aeromexico, for its part, reported that it canceled all its flights scheduled for February 22 to Guadalajara, Puerto Vallarta, Manzanillo and Tepic, and therefore implemented its passenger protection policy.

Code red

In Skyangel ‘s Red Code Special Report , the situation is described as a pressure tactic by the CJNG towards the State, affecting mobility and generating chaos in the country.

Skyangel’s analysis identified critical areas such as the west (Jalisco, Colima, Michoacán, Nayarit and Guanajuato), the epicenter of the situation; and the north/northeast, which is the border risk involving the states of Tamaulipas, Sinaloa, Baja California and Nuevo León.

In the central-southern/southeastern region, the states of Guerrero, Puebla, Veracruz, and Quintana Roo were identified.
The logistics corridors most affected were those from Mexico City westward, the Pacific ports (Manzanillo and Puerto Vallarta), and the northern border (Tamaulipas and Nuevo León).

Skyangel reported that the tense situation could be prolonged due to the criminal group’s reaction activities; real-time route reconfiguration is recommended, suggesting suspending sections with active reports. For this , official communications from Sedena, GN, and private sources should be monitored.

It is also suggested to reduce or postpone travel to the most affected areas: Jalisco, Colima, Michoacán and Tamaulipas.

Skyangel believes it is essential to coordinate with clients and suppliers to activate force majeure clauses when necessary, as well as to establish security protocols.

Businesses at risk

Although there are still no estimates of the economic losses caused by the road blockades in some states of the country, such as Jalisco, Michoacán, Nayarit, Tamaulipas, Oaxaca, Baja California, Guanajuato and others, the Confederation of National Chambers of Commerce, Services and Tourism (Concanaco-Servytur)  asked the business sector to verify the status of roads and logistics routes before making transfers.

He also recommended activating internal operational continuity protocols and preventive adjustments, as well as maintaining communication with their local chamber to channel incidents and receive verified information.

In a statement, the agency indicated that it activated coordination with federal and state security authorities, and with local chambers of commerce to protect the population and provide certainty to commerce and tourism.

In the affected areas, there are more than 80 chambers of commerce, services and tourism, which maintain active and permanent communication for the exchange of information and timely assistance to companies and family businesses.

Comment and follow us on LinkedIn: @Evangelina del Toro / @Humberto Cruz Moya / @Enrique Duarte Rionda / @Didier Ramírez Torres / @GrupoT21

El cargo Logistics as “collateral damage” in the operation against “El Mencho”; trucking as a focus for road apareció primero en T21.