Scania Mexico has integrated a large-scale fleet of 143 vehicles into Estafeta ‘s logistics operations , designed to respond to the growth of e -commerce and optimize operations to reduce delivery times, increase availability, and decrease fuel consumption.

The new fleet consists of 113 R460 tractor units (fifth wheel, Euro 6) for medium- and long-distance routes ; their fifth-wheel configuration improves road performance and ensures greater operational availability; and 30 P320 trucks (swap-body, Euro 6) for urban distribution , the only one in Mexico, providing visibility, maneuverability, and integration agility thanks to their pre-assembled subframe.

“Today we’re not delivering trucks. We’re delivering certainty: the certainty of fulfilling promises with greater safety, a lower total cost, and a lower environmental impact. This partnership is measured in minutes saved, downtime avoided, and loyal customers,” said Alejandro Mondragón , president and CEO of Scania Mexico.

With this new fleet integration, Estafeta strengthens its operational flexibility with configurable and scalable logistics solutions ; its approach prioritizes fatigue-free driving, improved maneuverability in the city, and fuel savings without compromising performance.

“Environmental impact, compliance, and safety are more relevant than ever. It’s our responsibility to create the conditions that allow us to achieve operational sustainability for the benefit of our people, our customers, the planet, and our organization. Therefore, choosing the right partners is essential,” said María Griselda Hernández Fábregas , CCO and CMO of Estafeta.

The relationship between the two companies, which began in 2024, is consolidated with this delivery. Scania and Estafeta share a common vision: serving their customers by operating with greater availability, lower shipping costs, and a lower environmental impact.

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Leonardo Gómez Vargas , the organization’s executive president, reaffirmed the sector’s responsibility for the development of the country’s economic activities, seeking to make self-regulation a preponderant and active axis of daily life, according to a joint statement from the Ministry of Economy (SE) and the ANTP.

Andrea Solano , head of Regulation, Competitiveness and Competition at the SE, recognized the momentum generated by freight transport users , companies with their own fleets and companies that provide freight transport services and contribute to the country’s national and international logistics , based on solid pillars such as sustainability and safety.

Through its social media channels, the association emphasized that it supports the goals of the “Made in Mexico” program.

“We are thrilled to share that the transportation service that moves the country forward is ‘Made in Mexico,’ thus reaffirming our commitment to quality, competitiveness, and the country’s development,” the ANTP emphasized.

At the event, certificates were presented to various companies in the logistics sector, such as Estafeta , Autotransporte Azteca Plus, Safi Package Delivery Services, Translogística, Grupo Bimbo , Grupo Femsa , Fletes Hesa , among others, members of the ANTP, who also received the “Made in Mexico” distinction.

The “Made in Mexico” program is part of Plan Mexico and seeks to strengthen the domestic market , increase national content , and incorporate merchants, micro, small, medium, and large businesses into global value chains .

The distinction recognizes products manufactured and/or assembled in the country that meet high quality standards, prioritize inputs of national origin, and comply with one of the 17 Sustainable Development Goals (SDGs) , which highlights the commitment of companies and Mexico to the 2030 Agenda at a global level.

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The story of María Griselda Hernández Fábregas , current Chief Commercial Officer (CCO) and Chief Marketing Officer (CMO) of Estafeta , is that of a woman who has known how to turn every challenge into an opportunity and every decision into a firm step towards the consolidation of an exemplary career in logistics, an activity that has marked every stage of her professional life.

From a young age, he knew that processes, organization, and service were his calling.

“Logistics is wonderful because no day is the same. People may think it’s very routine, but the reality is that every day there’s a new challenge, and it’s a way to serve a company, a client, a person,” he tells T21.

An industrial engineer by profession from the Universidad Panamericana, she worked full-time from her second semester to support her studies. That determination shaped the style with which she has faced every challenge: resilience, discipline, and passion .

His first exposure to logistics came with the arrival of UPS in Mexico in 1991, where he was part of the founding team.

“I was employee number 10. We had to design the distribution network from scratch, the arrival of planes, the vehicles, the buildings, the entire planning of the operation,” she recalls.

He remained with the company for 22 years, managing Mexico, Central America, and the Caribbean. The experience, he says, showed him that logistics is a service that changes lives: “You help other businesses operate. It’s a passion because you serve, because you facilitate, and because your work is reflected in the success of your clients ,” he notes.

However, a decision that many women face in their careers came into her life, and after more than two decades at UPS, Hernandez decided to step away from logistics to prioritize her family.

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Estafeta Mexicana ‘s evolution in recent years reflects the obligatory shift toward technological innovation among logistics companies. With 46 years in the market, the company has taken a leap forward with the creation of Beatriz, its artificial intelligence voicebot that handles up to 50 calls simultaneously and without interruption. The tool, launched in 2024, has become a strategic linchpin for customer service , freeing up human resources and improving the user experience in a sector where time and reliability are key.

“We knew we had to transform much further, to have more automated solutions available to the customer,” recalls Paulina Torres, Innovation Manager at Estafeta, in an interview, explaining how the e-commerce boom and the COVID pandemic accelerated the digital transition. Before the voicebot, the company had launched a chatbot in 2019. The venture proved visionary: when the lockdown triggered a surge in demand, the tool absorbed thousands of interactions. But the real revolution came with Beatriz.

Today, when a customer calls the call center, the first voice they hear isn’t that of a human, but that of “Betty,” as some people familiarly call her. She can track shipments, generate service reports, locate branches, or generate pickup orders without the need for numeric menus . She even remembers previous interactions and lets you jump between different workflows in a single call. “We’ve managed to create a real connection with the customer; many already recognize her by name,” says Torres.

The operational impact has been overwhelming. Estafeta’s call center previously required 200 people; today it operates with 63, but only for special cases, while Beatriz handles repetitive cases. “This technology allows us to dedicate talent to core tasks, such as innovation or the creation of new value propositions,” emphasizes Griselda Hernández, Chief Commercial Officer at Estafeta. The results are measurable: more than 95% satisfaction in post-call surveys and wait times reduced to zero .

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The automotive brand Jetour Soueast México continues to strengthen its operations in the country, with a firm commitment to after-sales service and the consolidation of its logistics infrastructure.

This was expressed by Osvaldo Ramírez, the company’s Logistics Manager, during a message in which he celebrated the progress of its distribution center in Estafeta and reiterated the brand’s commitment to the Mexican market.

Jetour currently has a warehouse of over four thousand square meters (m2), housing more than 120,000 parts in inventory. The goal for this year is ambitious: to reach 170,000 spare parts available , with the aim of effectively supporting both distributors and end customers in the event of any eventuality.

“Customers are no longer just looking for a product with quality and technology; they’re now much more focused on after-sales service. That is, if they’re involved in a collision or need a repair, the first thing they ask is: how quickly can they get me the part? And that’s what we’re working to guarantee,” Ramírez explained in an interview.

Since its arrival in Mexico, Jetour has experienced sustained growth in both its dealer network and its model portfolio. In response to this development, the company implemented a second phase of expansion of its warehouse, originally 2,000 m2, and is already preparing for a third phase in the coming months.

“The goal is to have enough parts, both maintenance and collision, to service not only current vehicles but also new models coming soon. This year we will launch two new products, and next year we will launch at least three more,” he said.

Osvaldo Ramírez also highlighted the key role of his strategic allies in logistics.

“It wasn’t easy to find a supplier with real experience in spare parts and the automotive industry. Therefore, the partnership with Estafeta has been essential to operating efficiently and building trust with our customers,” he emphasized.

For Jetour Soueast Mexico, after-sales service isn’t just an added value; it’s an essential pillar of its offering.

“We are very proud of our team’s work. This is just the beginning of a very important journey for the brand in Mexico,” he emphasized.

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Estafeta has begun implementing vehicle markings as part of the highway safety strategy  promoted by the  Ministry of Infrastructure, Communications, and Transportation (SICT).

The regulation, published on February 7 in the Official Gazette of the Federation (DOF) , requires owners of federal trucking fleets to identify their units using decals, paint, or tarps, depending on the configuration of each vehicle, and incorporating the alphanumeric data corresponding to their license plate.

In theory, beaconing is intended to reduce theft rates. But is it really helping? Most trucking companies already have advanced vehicle monitoring and tracking technologies, so carriers and other industry players have expressed their concerns to T21 about the effectiveness of this regulation and the costs it would entail for the companies .

While the SICT estimates the cost of markings at 250 pesos per unit , companies in the sector claim the actual cost is considerably higher. Although hated by many and accepted by others, markings have made their way into the Mexican trucking industry.

As a result, Estafeta continues to comply with current recommendations, regulations, and standards for trucking , as explained by company leaders during its road safety event. 

The meeting was attended by representatives from the Ministry of Infrastructure, Communications, and Transportation (SICT), including Paulino Herrera, Executive Director of Supervision for the General Directorate of Federal Motor Transport (DGAF) , and Jorge Sánchez Núñez, Executive Director of Regulations and Permits for Federal Motor Transport at the DGAF.

Mauricio Salvatori, Estafeta’s national operations director, emphasized the importance of this effort by the company for the safety of transportation in Mexico, as they move more than 300,000 shipments across the country every day.

According to Salvatori, the markings are another step in the efforts the company has made over the years to ensure the safety of its transporters. With a fleet of 7,500 vehicles, the company has begun identifying 2,596 units.

“1,230 trailers, 614 trucks, 462 tractor-trailers, 209 box trucks, and 79 vans. We’re estimating around one million pesos, which is our current program cost, to mark the units,” Salvatori explained.

Although the company is adhering to the regulations , which are not mandatory according to the SICT, Estafeta’s investment costs in marking are still above the 250 pesos per unit estimated by the authority .

Safety beyond beaconing! 

In addition to complying with the regulations on vehicle markings, the company has invested in the use of safety technology , ongoing training for its drivers, and comprehensive support for its operational teams .

During the event, Estafeta ‘s commitment to its employees was highlighted, as several of its operators were awarded the 2024 National Road Safety Award .

“You have to hit the road with a very strong mindset, because you don’t know if you’ll come back,” explained Enrique Bautista, one of the award winners.

With 15 years of experience and a full-size tractor-trailer (double trailer) operator at Estafeta, Bautista commented on what motivates him every day: “the family waiting for him at home.” Despite the risks, he emphasized the importance of the support he receives from the company, especially in the area of ​​safety.

Another award winner was Hugo Manzano, who explained: “The company has given me stability and work. Estafeta’s safety culture is not only found on the routes, but also in the comprehensive support we drivers receive.”

Javier Villanueva , legal manager of Estafeta , emphasized the company’s commitment to implementing measures that go beyond marking.

He explained that one of the pillars of the collaboration with the SICT is the implementation of the Carta Porte Complement , which guarantees the legality and security of the transport of goods, ensuring compliance with legal provisions and strengthening the trust of our customers.

Additionally, he highlighted the successful migration of AICM ‘s air operations to AIFA , which was made possible with the support of the SICT . “This new strategic location has improved efficiency and delivery times, benefiting more than 60 cities in the country,” Villanueva explained.

With a comprehensive focus on protecting its operators, the company remains committed to improving road safety conditions and complying with current regulations, adapting to the challenges of transportation in Mexico.

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The Mexican logistics integrator, Estafeta , presented the new version of its online platform dedicated to the sale of combo guides, known as Estafeta Store , in order to strengthen this marketing channel.

This update responds to the growing demand for logistics services for small and medium-sized enterprises (SMEs) seeking to be more efficient and agile, according to a statement from the company.

“With the relaunch of Estafeta Store, we seek to strengthen this sales channel that is highly accepted by customers. We have increased the service offering with a self-service platform from the start of the purchase and the administration of the services to billing,” highlighted María Griselda Hernández Fábregas , Commercial and Marketing Director of Estafeta.

Hernández added that this new version represents “an agile and convenient solution for small businesses or companies in logistics transition.”

Among the main new features of Tienda Estafeta are the sale of a single guide in zoned service mode, as well as international shipping with Global Express and USA Economic .

In addition, “sale of combos from 10 to 300 guides, in Unizona mode for sending packages and envelopes in all our national service guarantees,” Estafeta specified.

Customers can also now choose their preferred payment method and the possibility of deferring the amount of their purchase.

Another new feature is that users can schedule a home pickup, among other new functions, the company emphasized.

With this relaunch, Estafeta maintains its commitment to innovation in the logistics sector .

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The road to gender equality in global transport is long, but as industry experts say, women are finally taking the wheel of an industry historically dominated by men.

At an event organised by the International Road Transport Organisation (IRU) , a number of women leaders shared their experiences and visions on how women are integrating into and transforming the transport sector despite the cultural, regulatory and structural challenges they face.

As Iro Doumani, chair of the IRU Freight Transport Council, noted, “The transport industry is willing to embrace the women it needs, because they are integral and necessary.”

For her part, Alejandra Cruz Ross, a transport specialist at the International Labour Organization (ILO) in Geneva, commented that women in high-income countries represent 20% of the industry .

“But when it comes to truck drivers, they represent 0.2% in those low-income countries,” he explained.

For the specialist, this figure reflects a significant disparity and highlights the structural and cultural barriers that women must overcome to enter this field.

Cruz Ross commented that policies and regulatory barriers that limit women’s participation in the sector become a challenge.

 “There are licenses that are prohibited for women, and in medical examinations or tests women could be biased,” Cruz Ross said.

She also noted that institutional discrimination , which manifests itself in a series of restrictions, is a persistent obstacle for women seeking to access jobs in road transport.

Despite these challenges, the panelists also highlighted the positive impact that women can have in the workforce .

In her speech, Elena Robles, legal director of Estafeta Mexicana , said that “today we have the first female president in Mexico and in different chambers and associations it is almost unthinkable to see panels where a woman does not participate.”

Robles highlighted the cultural change taking place worldwide, but acknowledged that there is still a long way to go.

“Today, when you get to the boards of the chambers, you see more women, and that is a sign that things are changing,” said Robles.

For her part, Cari Baylor, president of Baylor Trucking , shared her personal experience, recalling how, at the beginning of her career, “I was the only woman among 700 or 1,000 people in a transportation company . ”

However, he mentioned that, despite the obstacles, he has always focused on demonstrating his skills and abilities.

“My role models were always men, but that was because there were no women I could aspire to be like,” Baylor explained.

Although women are playing an increasingly important role in the global transport industry, they still face significant barriers that must be overcome, both at a cultural and institutional level.

(Main photo source: IRU)

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Having inadequate infrastructure is the main barrier to electromobility in Mexico, according to specialists during the Logistics and Last Mile Transport Technology panel at LATAM Mobility & Net Zero Mexico 2024 , where they analyzed all the challenges that sustainable mobility brings with it .

In that sense, leaders of companies such as Mercado Libre , Huawei Digital Power Latin America , Estafeta and more offered their perspectives on how to overcome the barriers of infrastructure, regulation and organizational culture to adopt electric fleets .

Ernesto Tatay, District Director at Estafeta, highlighted that one of the biggest obstacles is the lack of charging infrastructure that guarantees safety for operators.

“The main barriers we see have to do with the paradigm shift and the ability to have adequate charging stations, security of spare parts, pieces, training of mechanics, is another barrier,” Tatay explained.

He also mentioned that while the initial cost of electric vehicles is high, in the long term it can result in significant savings. However, access to charging stations in remote areas remains a critical limitation.

For his part, José Milla, director of Transportation at Mercado Libre, highlighted that although large cities such as Mexico City, Guadalajara and Monterrey are making progress in infrastructure, there are still regions in the country where this technology is inaccessible.

“At Mercado Libre we already have one of the largest electric fleets in Latin America, but we need more charging stations to keep up with the pace of growth required by e-commerce,” Milla said.

Along the same lines, Santiago Canales, regional vice president of Motive , pointed out that the use of data will be key to the success of the transition towards electromobility.

“Technology should not only serve to replace the fossil fuel-based model, but also to improve operational efficiency. It is necessary to use data to optimize routes and reduce the number of vehicles in circulation,” Canales said.

Meanwhile, Francisco Cabeza Santillana, Commercial Director of EV Chargers at Huawei Digital Power Latin America , also highlighted the importance of technology and gave the example of the company he represents, since according to him they are developing fast charging solutions .

“They can reduce operating costs by 30%, which is crucial for business models based on electric fleets to be sustainable,” Santillana explained.

Also, Fausto López, CEO and founding partner of Yutong Guadalajara , emphasized that it is necessary to continue promoting the culture of electromobility in the country .

“There is a fear of change and a lack of knowledge about the technologies available. What we need is to demonstrate, through pilot projects and tests, that electric mobility is viable and profitable in the long term,” López said.

They also agreed that despite the challenges, electromobility in Mexico has a promising future.

“The last mile is the sector where electromobility can have the greatest impact, both in reducing carbon emissions and noise pollution. However, closer collaboration between the public and private sectors is needed for this to happen,” said José Milla.

Regarding government incentives , the panelists said that this is a key factor for the transition to electromobility. They called for public policies to offer more incentives for companies that opt ​​for electric mobility.

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Since last Tuesday and until midday this Thursday, its shares had decreased by 11% , to reach a value of 128.95 dollars, against the 145 dollars that it previously registered on average.

UPS reported Tuesday that its revenue from April to June of this year totaled $21.8 billion, a 1.7% drop from $22.18 billion in the same period last year.

Likewise, its operating profit fell 30.1%, going from $2,780 million to $1,944 million. Meanwhile, net profit was $1,409 million , 32% less according to the comparison periods.

While diluted earnings per share were $1.65 for the quarter, adjusted diluted earnings per share of $1.79 were 29.5% below the same period in 2023.

“This quarter was a significant turning point for our company as we returned to volume growth in the United States, the first time in nine quarters. As expected, our operating profit decreased in the first half of 2024 from what we reported last year. Looking ahead, we expect to return to operating profit growth,” said UPS CEO Carol Tomé.

Under this scenario, the company forecasts that its revenues in 2024 will be $93 billion, versus the $94.5 billion previously expected, while capital expenditures will be $4 billion.

Likewise, it restarted the share buyback program for $1 billion annually, $500 million in 2024.

It is worth remembering that on July 22, UPS announced the acquisition of the Mexican Estafeta, a key piece of the American company’s “Better and Bolder” strategy, whose objective is to become the most important international logistics and small package provider in the world.

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