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.

The story of Grupo TAP is not built on a narrative of accelerated expansion or opportunistic logic . Rather, it is the result of a long-term analysis of the Mexican logistics system, the accumulation of operational experience, and a business conviction that understands that growth doesn’t always mean moving quickly, but rather moving steadily. Its origins date back to the port privatization three decades ago, which paved the way for TAP Terminal in the port of Manzanillo as a facility designed for handling agricultural bulk cargo. “The terminal was mostly designed to house a grain terminal, with a structure that at the time was state-of-the-art,” recalls Gabriel Rivera, CEO of TAP Terminal, in an interview with T21.

That infrastructure, designed for a single segment, ended up being the foundation of a diversification process that shaped the group’s direction. Over time, TAP understood that the port demanded more than specialization: it demanded flexibility, agility, and operations aligned with the real needs of the industrial supply chains . Thus began its foray into general cargo, a segment that for years had been treated as residual in Manzanillo. “General cargo was left as the last operation that generated revenue,” says Rivera, highlighting a historical oversight that directly impacted strategic industries such as automotive.

The strategy was clear from the outset: to release cargo as quickly as possible and prevent the port from becoming a storage facility . “We understand that cargo isn’t for storage; the port is a transit point,” he insists. This philosophy led to a direct operating model that, while complying with all customs regulations, reduced both time and costs. The numbers support this logic: in 2025, 775,000 tons of general cargo were handled, with 60% released directly, confirming a solid operating year for TAP Terminal.

THE BREAKING POINT

However, this growth was not without its crises. The year 2024 marked the organization’s biggest challenge when regulatory interpretations completely halted general cargo operations for months at TAP Terminal. “In September, we moved zero tons, not a single ship,” recalls Rivera. The corporate decision was to retain staff, absorb the financial impact, and defend the process technically. The outcome revealed an uncomfortable truth: port congestion was not an isolated problem. Nine anchored general cargo ships raised alarm bells . “An anchored ship costs thousands of dollars,” Rivera points out, making it clear that the cost of inefficiency ultimately affects the entire supply chain.

El cargo Beyond the dock: Grupo TAP’s strategic route apareció primero en T21.

The Ministry of Environment and Natural Resources (Semarnat) , through the General Directorate of Environmental Impact and Risk (DGIRA), determined to formally end the environmental impact assessment procedure of the project “Development of the New Manzanillo Port, in the Basin II of the Cuyutlán Lagoon” , promoted by the National Port System Administration (Asipona) Manzanillo .

Through Official Letter SRA/DGIRA/DG-10367-25 , dated December 17, 2025, the environmental authority resolved to “finalize the Environmental Impact Assessment Procedure and order its filing as a concluded matter,” considering it materially impossible to continue with the evaluation of the project under the current file (code 06CL2025V0012).

The resolution does not imply a suspension or an administrative prevention: it is a formal termination of the procedure, which legally extinguishes the ongoing environmental process and eliminates the possibility that the project will continue its evaluation under the environmental impact statement (MIA-R) originally submitted.

In practical terms, the DGIRA’s decision compels Asipona Manzanillo to completely restart the environmental process if it intends to continue developing the new port. The resolution itself stipulates that any modification or reconfiguration of the project must be processed through a new Environmental Impact Statement in the regional modality, with a new file, new technical studies, a new public consultation, and a new comprehensive evaluation.

A project that ceases to exist administratively

The document is clear in its institutional scope: the Puerto Nuevo Manzanillo project, as it was presented in the procedure initiated in August 2025, ceases to exist from an administrative and environmental standpoint. This is not a technical correction or an engineering adjustment, but rather the complete invalidation of the evaluation process .

The DGIRA concludes that the “alternative” presented by the promoter – a reconfiguration of the port design to reduce the impact on the mangrove and avoid direct intervention on the Cocodrilo I and II islands – actually constitutes a new project , with environmental impacts different from those originally evaluated.

Among the elements that support this determination are the modification of docks, dredging, terminal platforms, navigation routes and the hydrodynamic interaction of Basin II with the other basins of the Cuyutlán lagoon system (I, III and IV), which generates cumulative and synergistic impacts not considered in the initial MIA-R.

The environmental authority points out that this reconfiguration involves the occupation of new areas , the alteration of hydrological flows and sediment transport, as well as the need for new specialized technical studies, including hydrodynamic modeling, sediment balances, flora and fauna inventories, and regional impact analysis.

The mangrove as a turning point

One of the central points of the resolution is the impact on the mangrove ecosystem. The DGIRA concludes that, even with the alternative presented, the project still involves the removal and alteration of mangroves , an ecosystem subject to strict regulatory protection.

Furthermore, the document warns that the port operation would modify the physicochemical conditions of the water , generating a progressive deterioration of the habitat, with additional loss of mangroves, affecting associated species and weakening the ecological functionality of the lagoon system in the long term.

The resolution also identifies risks of contaminant dispersal towards basins III and IV of the Cuyutlán Lagoon, areas linked to the proposed creation of a Protected Natural Area, with possible impacts on fishing, resident and migratory birds, regional biodiversity and salt production.

From strategic project to restartable project

From an institutional perspective, Semarnat’s decision transforms the status of the New Manzanillo Port: it ceases to be a project under evaluation and becomes a project that can be restarted .

This implies that any attempt at development must be rebuilt from the zero phase of environmental planning, with new technical bases, new studies, new social consultations and a new comprehensive assessment of impacts, in an environment where the ecological component acquires a determining weight.

Strategically, the resolution reshapes the horizon for port expansion in Manzanillo . The new port ceases to be a short- or medium-term project and shifts towards a long-term planning approach, subject to complex processes of environmental assessment, territorial governance, and social legitimacy.

Beyond the administrative record, the document reflects a structural shift in the relationship between port expansion and environmental boundaries. The development of new logistics infrastructure in ecologically sensitive areas is no longer solely governed by technical engineering criteria and operational capacity, but also by an institutional framework that prioritizes ecosystem integrity , public participation, and cumulative regional impacts.

The New Manzanillo Port project was not rejected in terms of future viability, but it was legally deactivated in its current configuration. From this point forward, any new attempt must be built under a completely different approach: not as a port expansion, but as a new project that is environmentally, territorially, and socially validated from its inception.

A multi-year project

The project for a new port in Cuyutlán is neither a recent nor a circumstantial idea: it is an initiative that has endured decades of failed attempts, technical redesigns, and planning adjustments without ever coming to fruition . However, it was during the administration of Mayor Claudia Sheinbaum that this proposal received more direct and structured institutional attention, to the point that, within the strategic plan, it was projected that at least one container terminal could be operational in the area before 2030.

Despite this, the constant factor preventing its realization has always been the same: environmental viability . The ecological complexity of the Cuyutlán lagoon system, the presence of mangroves, the hydrodynamic fragility of the ecosystem, and the cumulative regional impacts have transformed the environmental component not into an administrative obstacle, but into the true structural limitation of the project.

In one of his last public appearances as general director of Asipona Manzanillo, Admiral Guillermo Mejía George had announced that by October 2025, letters of interest had been received from the 13 most important shipping companies and terminals worldwide to participate in the future tenders for the Cuyutlán project.

“The next terminal will be put out to tender in July 2026 (…) and the first terminal will be operational in 2028-2029 ,” Mejía George announced during his participation in the XXIX Annual Congress of Shipping Agents, organized by the Mexican Association of Shipping Agents (Amanac) .

The new port facility planned by Claudia Sheinbaum’s administration, located about 30 kilometers from the current port, would cover approximately 1,880 hectares, an area four times larger than the current port of Manzanillo . It would specialize in containers and hydrocarbons, but would also include a support dock for inter-port transfers. Its depth of -18 meters would allow it to receive deep-draft vessels, while the terminals would have docks ranging from 1,176 to 2,000 meters in length, and surface areas ranging from 49 to 104 hectares.

The plan envisioned five highly technological container terminals , with yards and docks designed for progressive automation and comprehensive rail connectivity.

In its strategic conception, the project for the new port in Cuyutlán not only responded to a logic of expansion, but also to an operational need of the national port system: to serve as a relief valve for the current port of Manzanillo , which in recent years has operated recurrently under conditions of saturation.

The pressure on its infrastructure is not insignificant: Manzanillo closed 2025 handling 3,893,357 twenty-foot containers (TEUs), with only a slight decrease of 0.8% compared to 2024 , according to official statistics, which confirms that, even in scenarios of marginal stagnation, the levels of operation remain structurally high.

In that context, Cuyutlán was emerging as a key element for redistributing flows, alleviating bottlenecks, and reconfiguring the region’s logistical capacity. However, the Semarnat resolution makes it clear that port expansion can no longer be considered solely as a response to operational saturation: the environmental variable has become the structural factor that defines the real limits of port growth, even in the country’s main logistics hubs .

Comment and follow us on X:  @EnriqueDuRio  /  @GrupoT21

El cargo Semarnat closes the environmental file for the New Manzanillo Port and forces the project to be restarted from scratch. apareció primero en T21.

The Mexican port system closed November 2025 without clear signs of relief in truck transit times. The Average Truck Transit Times Indicator at Ports (ITPAP) , developed by T21 Business Intelligence, confirms that the logistical pressure observed in October not only persists but is redistributed among the main hubs, with Lázaro Cárdenas again being the primary source of strain , but also showing significant trends in Manzanillo, Altamira, and Veracruz.

In October, the ITPAP recorded an overall average time of 10 hours, 57 minutes, and 45 seconds. By November, this figure had risen to 11 hours, 19 minutes, and 25 seconds —an increase that, while not abrupt, is significant in an environment where every additional minute impacts costs, logistical windows, and operational reliability. The monthly comparison reveals that the system did not regain its fluidity but instead entered a phase of increased friction.

Lázaro Cárdenas once again exceeded the national average. In October, it had already recorded an average wait time of 13 hours and 45 minutes, putting pressure on the overall indicator; in November, this climbed to 14 hours, 2 minutes, and 30 seconds . This trend confirms that the port’s operational growth continues to be accompanied by bottlenecks that have not yet been resolved. A breakdown of the wait times shows that customs remains the primary source of pressure, followed by prolonged waiting periods—a combination that keeps trucking vehicles within the port area longer than desired.

Manzanillo, for its part, showed a different dynamic, though not without its challenges. In October, this port averaged around 9 hours of wait time, with a relatively stable balance between maneuvering, customs, and waiting. In November, the total time reached 9 hours, 54 minutes, and 7 seconds , a moderate increase that suggests a greater operational workload, but without reaching the critical levels of Lázaro Cárdenas. However, the increase in wait times and the persistence of prolonged customs processes indicate that Manzanillo’s efficiency remains fragile and highly dependent on daily coordination.

Altamira offers a different perspective within the Gulf region . In October, the port remained below the national average, with times close to 9 hours. By November, the average time had decreased to 8 hours, 2 minutes, and 21 seconds, positioning it as one of the ports with the shortest truck transit times. Even so, customs continued to represent the largest component of the total time, demonstrating that even in ports with less relative pressure, inspection and release processes still dictate the pace of cargo departure.

Veracruz, meanwhile, showed relative stability between the two months . In October, it was slightly below the overall average, and in November, it registered an average dwell time of 8 hours, 8 minutes, and 28 seconds. Although its maneuvering times remained relatively stable, customs again accounted for more than half of the total time, confirming that the port’s efficiency is less tied to terminal operations and more dependent on regulatory processes.

The component-by-component analysis reinforces this interpretation. In November, the overall average time at customs was 5 hours, 32 minutes, and 54 seconds , higher than the figures for October, while the average wait time reached 3 hours, 18 minutes, and 51 seconds. The maneuvering phase, at 2 hours, 27 minutes, and 39 seconds, remains the most controlled segment, but insufficient to offset the accumulated delays in the other stages.

The ITPAP report once again demonstrates that the discussion on port competitiveness cannot focus solely on capacity or infrastructure. The comparison between October and November makes it clear that the efficiency of trucking remains trapped in processes that are moving slower than demand. Lázaro Cárdenas bears the brunt of the pressure, but Manzanillo, Altamira, and Veracruz confirm that the challenge is systemic: reducing downtime remains an outstanding issue for the Mexican port system .

Comment and follow us on X:  @GrupoT21

El cargo Lázaro Cárdenas puts pressure on the road transport clock again apareció primero en T21.

Mexican ports showed positive signs in the period January-November 2025. According to figures from the Secretariat of the Navy (Semar) , seven million 930 thousand 438 twenty-foot containers (TEU) were handled during that period , which meant a growth of 2.2% compared to the same period in 2024.

However, November 2025 saw a decline in operations, reporting 794,996 TEUs, a 2.8% decrease compared to the same period last year . The most important ports showed mixed results in their November performance compared to the cumulative total for the first 11 months of the year.

An example of this is Manzanillo, Colima, which remained the port with the most movements in November 2025, with a total of 323,989 TEUs , although it showed a decrease of 4% compared to the same month of the previous year.

In the January-November period, the figure was negative. Manzanillo handled 3,547,352 TEUs, a decrease of 1.2% compared to 2014. It’s worth noting that the port has experienced some conflicts this year, such as the workers’ strike last May.

Meanwhile, Lázaro Cárdenas, in Michoacán, totaled 225,911 TEUs moved in November, a growth of 7.9% compared to the same month last year; however, in the accumulated total it moved two million 387 thousand 758 TEUs, a contraction of 1.6% compared to the same period in 2024.

The Port of Veracruz reported 120,849 TEUs handled in the eleventh month of the year, a 4.6% increase compared to the same period in 2024 , although the accumulated total reached 1,197,805 TEUs, a 0.2% decrease compared to the same period in 2024.

Altamira, Tamaulipas, experienced the steepest decline. In November 2025, it closed with 64,610 TEUs, a drop of 15.4% ; while from January to November of this year, it reported the movement of 820,263 TEUs, a decrease of 1.7% compared to the same period in 2024.

Regarding the percentage of movements, during November, Manzanillo accounted for 40.7% of container movement ; Lázaro Cárdenas 28.4%, Veracruz 15.2%, and Altamira 8.12% of the total operations.

The performance of the country’s main ports in 2025 paints a contrasting picture. Overall, they show that, despite national growth of 2.2%, the most important ports face a year of adjustments and a loss of momentum, hence the marginal declines reflected in the cumulative figures.

Comment and follow us on X:  @GrupoT21

El cargo Container traffic: moderate growth and decline in key ports apareció primero en T21.

Based on the Global Indicator of Economic Activity (IGAE) of the National Institute of Statistics and Geography (Inegi) , last September this index registered a slowdown, settling at 104.2 points, down from 104.9 in the previous August , which is the second best of the year, only below April 2025 with 105.0 points

The behavior shown by the IGAE is reflected in the movement of containers through the National Port System, according to statistics shared by the General Coordination of Ports and Merchant Marine (CGPMM) .

An analysis by T21 Business Intelligence identified that last October there was a drop in the movement of 20-foot containers (TEUs), settling at 804,045, a figure 3% lower than the 828,512 that had been reached in the previous September.

According to CGPMM data, the highest container movement so far this year was reached in August 2025 , with 850,841 TEUs, which coincides with IGAE data.

The cumulative record for container movement in 2025 through October was 7,930,438 TEUs , a figure 2.2% higher than the 7,760,549 TEUs achieved in the same period of 2024.

The behavior of the National Port System is influenced by the main ports, where Manzanillo has a drop in the accumulated total, but Lázaro Cárdenas registered growth close to double digits.

In the review for each port, Manzanillo remains the main port in the country in the movement of containers, reaching last October its second best level of 2025, with 343,154 TEU .

In the accumulated period January–October 2025, Manzanillo totaled three million 223 thousand 363 TEUs , a drop of 0.9% compared to the 2024 record, as shown in the following graph.

As for Lázaro Cárdenas, although the October record of 209,019 TEUs is far from its best record of the year, the accumulated total of 2,161,847 TEUs showed an 8.7% growth compared to the same period in 2024, according to figures collected by T21 Business Intelligence of the CGPMM.

On the Gulf of Mexico coast, the port of Veracruz is the busiest in terms of container traffic, handling 115,326 TEUs last October . This is the third best record for the Veracruz port in 2025.

In cumulative figures to October 2025, Veracruz totaled 1,076,956 TEUs , which was 0.7% lower than the 2024 figure, when it stood at 1,084,291 TEUs.

Here we show the results by port in the monthly movement of containers for both 2024 and 2025.

Comment and follow us on X: @GrupoT21

El cargo Container movement links second period with contraction apareció primero en T21.