The freight transport market in Mexico is under pressure to become increasingly efficient and contribute to the productivity of its customers, contributing 3.8% of the Gross Domestic Product (GDP) and generating a movement of just over 560 million tons.

The configuration of double-articulated tractor-trailer trucks (fulls) is one of the alternatives that the transport sector has to achieve greater efficiency, and according to official data, there are more than 70,000 full units in circulation, which represents about 13% of the total fleet of tractor-trailer trucks that are in circulation, of the federal public service.

To contribute to the double trailer productivity strategy, trailer manufacturer Remosa launched Versabox, a 40-foot dry van with a retractable dolly, allowing for double trailer configurations with operational benefits and cost reductions.

“The concept is that the Dolly moves to be coupled to the second trailer, which gives you the benefit of reduced wear, since you can eliminate an axle and reposition the equipment without having to move the conventional Dolly, which represents a reduction in tire wear and toll payments,” says Miguel Díaz, Commercial Director of Remosa.

The Versabox 360 box has a shorter configuration , making it more efficient in handling and operating the double trailer.

“It’s not just about reducing the axle size; it also has the capability of retractable axles, which further reduces toll costs at a time when they have increased. This represents an advantage for the carrier and, consequently, has an impact on overall logistics. Furthermore, it improves stability and maneuverability,” says Raúl Díaz, CEO of Remosa.

Another advantage of this configuration is that it has composite panels, which translates into greater durability, lightness, thermal insulation that protects the goods, and also allows for better use of the payload, resulting in lower fuel consumption and better performance of all parts.

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El cargo Remosa presents Versabox, a dry box with a retractable dolly. apareció primero en T21.

“With the merger, we see opportunities to enhance that growth profile by moving a significant portion of the business from trucking to rail. Today, trucks transport 43% of all freight tonne miles. To capture that market share, we will need to compete not only against trucks, but also against other railroads. We expect to win,” emphasized Jennifer Hamann, UP’s executive vice president and chief financial officer.

He mentioned that, according to the Association of American Railroads (AAR) , their freight movement increased by 7% between 2020 and 2024. “We have grown in volume by delivering the service we sold to our customers and by operating with a resource margin that can adapt to demand.”

He noted that if the end-to-end merger is completed, it will offer a single-line service on 10,000 routes , connecting 88,000 new points; in addition, it will improve speed and increase service reliability by eliminating time-consuming interchanges.

He explained that currently, when an exchange is involved, railroads require at least one transfer, send more than one invoice, and cannot offer a single system for pricing, shipment tracking, or customer service.

“With the merger, we are also expanding our service product, adding seven new daily intermodal routes and six new manifest trains that will allow our customers to enter new markets. These new services strengthen rail competition. For our rail colleagues to compete against us, they will have to improve their own service offerings, reduce their prices, or both,” Hamann explained.

In that regard, he said that the Land Transportation Board (STB) recognizes that end-to-end, single-line, open-door service enhances competition, as it stated when approving the Canadian Pacific-Kansas City Southern merger.

“Our merger is also end-to-end and inherently pro-competitive. The Gateway Committed Fare (GCF) extends those benefits to customers who would not otherwise benefit from enhanced competition, specifically at the origin or destination by CSX, BNSF, or a shortline partner. The GCF has been misrepresented as the sole competition-enhancing element in our record, but that misunderstands or misrepresents the key point: the GCF isn’t the ice cream, it’s the cherry on top,” he said.

It should be recalled that the STB accepted for consideration the revised merger application between UP and NS earlier this month and ordered the applicants to submit supplementary information by July 27.

“The STB considers that the applicants have provided sufficient information to meet the integrity requirements for a major merger application. Given the rather limited procedural issue of integrity, the issues raised by the commentators do not justify rejecting the revised application,” the agency stated.

According to UP, following this decision, more than two thousand letters have been sent to STB’s file , highlighting comments from a growing number of industry specialists, policymakers, and academics, who have expressed their opinions on the merger’s ability to strengthen the supply chain and boost the growth of the US economy.

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El cargo UP reiterates that the merger with Norfolk Southern will increase rail competition in the US. apareció primero en T21.

In the trucking industry , not all costs are related to fuel, maintenance, or tolls; there are processes that, although routine, directly impact the profitability of the operation. One of these is the cleaning of the vehicles.

Every time a truck enters the wash, it’s taken off the road . At that moment, it stops generating revenue and becomes another operating cost. The problem is that, in many cases, this downtime isn’t measured or managed as part of business efficiency, explained Marco Arciniega, Special Business Coordinator at Karcher Mexico .

In an interview with T21, he emphasized that traditional washing – by hand or with a pressure washer – can take between one and one and a half hours per unit, with water consumption around 1,500 liters.

When comparing methods, Arciniega explained that semi-mechanized processes can reduce processing times to about 30 minutes, while automated systems allow for a reduction to around 10 minutes per unit. The difference is not only operational: it also impacts the number of units that can be serviced in a day .

In terms of water consumption, he noted that the most advanced systems integrate recycling schemes that allow for the reuse of between 80% and 85% of the resource , compared to the high levels of use in conventional methods. This point is particularly relevant in a context where water availability is beginning to put pressure on operations in different regions of the country.

In terms of costs, he explained that manual washing can involve expenses of around 900 pesos per unit for labor and materials, while automated models significantly reduce that amount. However, beyond the savings, the emphasis was placed on productivity: the time the units remain out of operation.

In addition to the operational aspect, Arciniega said that cleanliness also impacts the perception of the service. A vehicle in visibly well-maintained condition projects greater confidence and quality to customers and users, an element that, although intangible, is part of competitiveness.

In a sector pressured by costs, insecurity, and a shortage of drivers, optimizing downtime is gaining traction in the conversation. Cleaning, beyond being a routine task, is emerging as an additional factor in the efficiency of trucking.

The difference is that, as companies seek greater control over their costs and operations, processes like this cease to be secondary and become strategic decisions . What is currently measured as an operating expense could become a direct indicator of productivity and sustainability within the sector.

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El cargo Vehicle washing: a cost that impacts the operation of the trucking industry apareció primero en T21.

In Mexico, according to studies by various firms, WhatsApp has a penetration rate of 75% of the population , second only to Brazil, but far above the United States, where RCS (Rich Communication Services) messaging predominates

This reality motivates many companies to use WhatsApp as the means of contact between their employees , to receive work orders, tasks to be performed, processes to be completed, and even to share key documents for the organization such as quotes, invoices or proof of payment.

In this reality, MiChamba emerged , which, as one of its slogans , defines its vocation: “Organize your business, without leaving WhatsApp” .

The idea developed by Humberto Bravo, Ricardo Flores, and Gilberto López is an alternative that reduces the administrative burden for companies of any size by streamlining the operational processes currently managed through WhatsApp. Thanks to its automations and MarIA, its artificial intelligence , managers can access more information and productivity metrics with fewer clicks and greater operational clarity.

“We start from a reality: WhatsApp is already the operating system of many companies. At MiChamba, we organize it so that the employee executes everything from WhatsApp, and the company obtains planning, organization, and control of the operation,” Humberto Bravo Castellanos told T21, while passionately showing the dashboard of this ecosystem.

The advantage of this solution is that it provides a very user-friendly environment for employees, allowing them to follow all instructions through interactive menus and ensuring the continuity of processes. Meanwhile, it gives administrators traceability of assigned tasks and also allows for the automation of workflows.

Among the target markets identified by MiChamba, the transportation and logistics sector stands out , where many tasks are assigned via WhatsApp, but without connecting these actions with their internal administrative and operational processes.

“MiChamba transforms the information that is currently shared haphazardly via WhatsApp, such as route assignments, pickups, or operational instructions, into structured data that can be integrated into the company’s existing ERP systems, such as Oracle, SAP, or internally developed systems. Based on this data, MarIA, our AI, measures productivity, execution times, and operational performance in real time,” Bravo added.

In the case of logistics activities , among the tasks that can be managed in the ecosystem are the assignment of trips and routes, maintenance scheduling, incident registration, digital logs of travel and fuel consumption, and other elements of the operation.

With the implementation of MiChamba, companies can have a better reallocation of resources , taking advantage of employees who are currently monitoring WhatsApp to follow up on instructions, which is now replaced with automation, and that employee can be assigned to other tasks.

“With MiChamba, companies transform those manual instructions into the management of automated task flows, the generation of automated reports, focusing on the analysis of those reports to be more productive,” Bravo Castellanos described.

Among the advantages of this ecosystem are the ease of implementation and the familiarity with information management, which allows companies to increase task allocation and asset utilization to be more productive.

“The advantage is that the team is not asked to change tools: MiChamba takes advantage of WhatsApp, which they already use every day, and turns it into a much more efficient operating system,” emphasized Humberto Bravo.

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El cargo MiChamba, logistics productivity at your fingertips apareció primero en T21.

Faced with the disruptions currently affecting the automotive supply chain, the use of Artificial Intelligence (AI), automation, digitalization, and innovation allows for improved productivity and delivery of units, industry specialists agreed.

Francisco Bravo Gómez, Senior Director of Supply Chain at Audi Mexico, commented that they are testing AI tools with an anticipatory and evaluative approach to foresee any disruptions in their logistics

In the panel ” Boosting Productivity: Creating High-Performance Logistics Networks within the Automotive Logistics & Supply Chain Framework,” he explained that with pre-established scenarios, one can react quickly to any disruption.

“This long-term risk management effort provides flexibility, and you learn and create an organization to manage, decide, and react when disruptions occur,” he said.

David D’Annunzio, Global Vice President, Vertical Leader – Automotive at DP World , explained that the use of technology and innovation allows for improved operations.

“We share best practices. When there are disruptions, you need immediate attention, which we didn’t have before, to make decisions to protect the supply chain,” he indicated.

Therefore, he commented that sharing adequate information among customs, partners, government, ports, service providers, among others, are the most important challenges in the coming years

Víctor Monroy, general manager for Mexico and Central America at MSC , mentioned that agility in decision-making is required, and recalled how the change in containers for vehicle transport benefited, where this modification resulted in 1.3 million cars being moved in 2024 , thus increasing productivity and improving results in delivery to the end customer

“As logistics partners, we must ensure that we understand the customer’s mindset, what they need. We have to be focused on the same mindset,” he said.

Dayan León, Deputy Director of Parts Logistics at Nissan Mexico , mentioned that having the right partners will allow them to face disruptions and changes more nimbly.

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El cargo Use of technologies allows facing disruptions in the automotive supply chain apareció primero en T21.

Oaxaca ‘s economic activity showed a decrease of 2.7% during the second quarter of 2025 compared to the same period of the previous year, according to the Quarterly Indicator of State Economic Activity (ITAEE) , published by the National Institute of Statistics and Geography (Inegi) .

In this sense, the contraction is mainly explained by the decline in secondary and tertiary activities , while the primary sector managed to remain in positive territory

The most favorable performance was observed in primary activities —agriculture, livestock, fishing, and forestry—which grew 4.5% annually and placed the state 16th nationally.

In contrast, secondary activities, which include mining, manufacturing, construction, and electricity, declined 5.1% , placing Oaxaca 25th in the country. Tertiary activities, linked to services, commerce, and transportation, showed a decrease of 1.7%, placing the state last nationally within this group.

In the cumulative period from January to June 2025, the Oaxacan economy still shows slight growth of 1.2%, driven by the dynamism of the primary and secondary sectors , which grew 6.5% and 4.2%, respectively, while tertiary activities decreased by 1.1%.

However, in the national comparison, Oaxaca contributed -0.05 percentage points to the total variation of the ITAEE, placing it 27th out of the 32 states.

Excluding oil and gas mining, the country’s economic performance registered an annual variation of 0.3%. In this context, Oaxaca remained with a decrease of 2.7%, showing that the adjustment in the non-oil industry and services continues to limit its expansion

Oaxaca remains a key hub within the south-southeast, a region that together contributes 20.03% of the national GDP. Its performance in 2023, with 7.5% growth, and the attraction of foreign direct investment projects in renewable energy and the Interoceanic Corridor of the Isthmus of Tehuantepec, reinforce its strategic role in the country’s economic transformation.

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El cargo Oaxaca maintains its dynamism despite the industrial slowdown apareció primero en T21.

Seven hours have passed, and the tractor-trailer isn’t moving . The engine is still running, the diesel is burning, the driver waits among hundreds of units that also can’t get across. Finally, the notification arrives: the appointment is canceled , and the unit must return.

In the port of Manzanillo, this everyday scene has a name: False start .

These maneuvers are frustrated even when operators comply on time and in compliance. The result is a cost that few clients are willing to acknowledge. Julio Mora , general director of Servicios Portuarios AM, explained: “The intention is always to collect, but not all clients pay. It’s not the client’s or the carrier’s fault; we document with GPS, but the problem is beyond our control.”

Access to the port depends on the Electronic Appointment Document (EDD) , managed through the Secure Intelligent Port (SIP) system . In theory, operators say, this system seeks to regulate truck access and avoid congestion; in practice, it has become another source of conflict .

Transporters reported that appointments are frequently blocked at the last minute or “burned out” because the line didn’t move in time. Constant communications from the Manzanillo Port Community (Copoma) indicate that when a terminal experiences problems, access is segmented and operators are asked to wait outside.

In evidence shared with this outlet, screenshots of canceled appointments can be seen in real time, even though the units were already en route to the port of Manzanillo.

This creates backlogs that, according to the carriers’ own calculations, amount to hundreds of missed appointments per day. And if an appointment “blows up,” rescheduling can take up to three or four days , during which time the container’s demurrage is charged, passing the cost on to importers and exporters.

The story is seen by the protagonists as a “Stations of the Cross,” as expressed by Antonio Chávez Camacho , general director of JJAE Transportaciones , who summed it up bluntly: “ When appointments are after noon, it is almost impossible to leave. It can take up to seven hours and in the end they tell you that you cannot enter. That means wasted fuel and, above all, wear and tear for the operator . ”

Transporters interviewed by T21 reported that they must constantly send evidence: photos every time the vehicle moves a few meters, screenshots from GPS mirror accounts, and proof that they were in line. Even so, excuses from customers who refuse payment abound.

“For example, when it comes to false transactions, many clients think twice after 4 p.m. From 12 p.m. onward, it’s a struggle to get paid. They come up with all kinds of excuses,” explained one operator, referring to the transactions that remain unsettled.

The problem, other interviewees agree, is that even when carriers comply with all the requirements, customers or intermediaries look for ways to avoid payment.

“Unfortunately, if the customer or the ‘coyote’ doesn’t want to pay, they’ll find any excuse,” warned another operator. He explained that, in one case involving 10 fulles, he was only able to obtain payment because he backed up each transaction with an automated tracking system, which generates a log every 10 minutes and uses geofences to confirm whether the unit was in line.

Even when units do manage to enter, customs may flag a “red” and prolong the wait for days.

“There are cases of colleagues who have waited up to 72 hours ,” Mora said.

Waiting means travel expenses for the operator, fuel, and, in many cases, overnight stays inside the terminal. According to Chávez, the most serious bottleneck is at the entrances. Long lines not only mean additional costs, but also undignified conditions for the operators .

Adding to this strain is the lack of basic services during long waits: operators must spend the night in the cabin, without restrooms or adequate rest areas, with the engine running to endure the hours of inactivity.

“ We keep the appointments they themselves make, but we end up being the visible culprits. Inside, the courtyards are empty, but outside, everything is collapsed ,” he emphasized.

Productivity in free fall

According to Julio Mora, the breaking point came last April, when customs reduced staff and modified inspection processes, which plummeted productivity.

According to its records, before that month the port of Manzanillo reported around 5,000 daily operations , while today it barely reaches 1,500 , which implies a 70 percent drop.

“It’s wasted time, a non-renewable resource. That was a unit that no longer received any payment, that couldn’t get on the road,” Mora said.

The Manzanillo Port Community offers another version. According to its general director, Héctor Osiris Venancio Pimentel, operations are at 93% to 95% compliance, with peaks of up to 3,500 containers per day. He acknowledged that last May there was overcrowding due to a lack of personnel at customs.

While figures from the  National Port System Administration (Asipona) Manzanillo report that in July 2025, 111,602 vehicles entered the port, that is, an average of 3,600 trucks per day.

In contrast, for transporters, the infrastructure has not grown at the same pace as the port , and external roads remain the biggest bottleneck.

“The port has been growing year after year, but the infrastructure has never expanded. The new access only shifted traffic,” Mora pointed out.

And whose fault is it?

While operators spend nights in line, with engines running, and shifts that drag on without certainty, the authorities have insisted that compliance depends on respecting the schedule tolerance.

“If you show up an hour early, they won’t let you in. The tolerance is 15 minutes before and one hour fifteen minutes after,” explained the general director of the Manzanillo Port Community.

From the transporters’ perspective, the demand goes in another direction: substantial investment . “If the government presumes that revenue has increased, they should allocate a percentage of those taxes to the port. They should carry out projects with a 20- or 30-year vision, not just aspirin,” Mora demanded.

The discussion makes it clear that false starts and delays don’t just affect shippers: every lost day translates into container detention, delivery delays, and additional costs that end up on the customer’s account.

While official reports speak of efficiency and tolerance, operators describe unpaid workdays and a system that is becoming unsustainable . This contrast epitomizes the Manzanillo paradox: a driving force of foreign trade that, if its flaws are not corrected, will continue to pass on its bottleneck to those who depend on it.

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El cargo False starts: lost turns and the bill no one wants to pay, chaos in Manzanillo apareció primero en T21.

Continuous road upkeep and maintenance, increased freight capacity, increased private investment, and project planning are some of the actions needed to increase transportation efficiency in Mexico, experts agreed at the 4th National Transportation Infrastructure Forum , held by the College of Civil Engineers of Mexico (CICM) .

Leonardo Gómez , executive president of the National Association of Private Transportation (ANTP) , explained that greater efficiency and productivity are needed in the construction of free or toll roads , as well as in their maintenance.

“It’s essential to improve investment, increase it, but also maintain it; in that sense, Mexico spends 12% of its GDP on logistics, while the United States spends 8%, so we must strive to be more efficient if we want to continue competing in the North American market. Having infrastructure isn’t enough if there’s no efficient connectivity,” he said.

He stated that one of the challenges is to increase the number of high-specification roads, establish express lanes for toll collection, as well as rest and service stops, and conduct a comprehensive review at the state level to ensure improved last-mile infrastructure, among other things.

For his part, Marco Antonio Frías , director of the Mexican Association of Road Infrastructure Concessionaires (AMCIVAC) , agreed that the country has a major problem with the conservation and maintenance of communication routes , where financing is the major bottleneck.

“This creates risks and challenges for the Mexican government, but also for road users, and for those of us who build and operate them. Financing is the biggest bottleneck we face as a country,” he said during his participation in the panel ” For a Sustainable Transportation Infrastructure .”

He emphasized that “the private sector has shown that it generates significant value in terms of the number of kilometers on the network, jobs created, investment, and the use of technology. The highways operated by private companies are generally safer.”

“We believe it is very important that the government not close the door to private investment. There is talk of joint ventures where the state and the private sector will participate in the construction and modernization of various sections. Public-private partnerships, which have also yielded positive results, are also being used. The intention is for the private sector to have a more intense participation through unsolicited proposals,” he mentioned.

Meanwhile, Vianey de la Mora , director of the Mexican Railway Association (AMF) , commented that the infrastructure is at its limit in ports, and that there are bottlenecks in yards , “there is increasing demand and movements are slower, limitations for operations and needs for investment in double track.”

However, he indicated that the railroads have made various investments, such as in innovation and technology, as well as in renewable energy, where there has been a 2.65% increase in diesel-electric locomotives, as well as a 2.25% increase in rail cars and crossings between Mexico, the United States, and Canada.

He recalled that in 27 years they have invested nearly 14.5 billion dollars (mdd) in infrastructure, systems and technologies .

Antonio Moreno Gómez, president of the  Mexican Association of Port, Maritime and Coastal Infrastructure (AMIP) , said that the capacity of ports to handle any type of cargo is fundamental.

“If there isn’t enough space, it can be the bottleneck that, at a given time, limits the capacity of that terminal, and the other is the delivery and reception of ground transportation, whether rail or truck, and this only applies to the capacity of one terminal,” he said.

At the event, specialists agreed that a level playing field is needed for all modes of transportation, as well as private investment as a complement to infrastructure construction, human capital, and better planning of public works.

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El cargo Freight transport efficiency requires more private investment and project planning, experts agree. apareció primero en T21.

Increasing business productivity requires increased use of technology and the adoption of new tools of this type to improve operations and processes. However, there are some obstacles to implementing them, such as a lack of clarity in strategy, resistance to change, and a shortage of qualified personnel, according to Infor , a company specializing in the creation of cloud-based, industry-specific business management software.

According to the global study How to Achieve the Possible , conducted by Infor in 15 countries and covering seven industries and 3,600 participants , among the factors that are driving digital transformation are economic pressures, changing customer and consumer expectations, as well as a rapid evolution of new technologies, such as Artificial Intelligence (AI) and automation.

In the presentation, Luis Gustavo Peccicacco , Communications Manager at Infor, pointed out that there are two ways for a company to increase its productivity: hiring more people. He indicated that this is a complicated issue since half of graduates are not performing adequately enough to generate more value and products.

He pointed out that Mexico has a shortage of 1.3 million professionals , “which means that qualified professionals are needed, and these professionals are not available.”

In this regard, he emphasized that there is an 80% talent shortage in the transportation, logistics, and automotive sectors , while in information technology, it is 77% , so he considered that hiring more staff is not the best solution for increasing productivity.

“The other way is to make each of those existing workers able to produce more without bringing in more people,” Peccicacco pointed out, adding that the only possible solution to this is the implementation of technology. “However, there’s a problem with the technology, which we at Infor call the value gap.”

According to the analysis, 75% of executives expect to increase productivity by 20% or more in the next three to five years, although a study by McKinsey found that 30% of digital transformation processes, projects, and operations fail to deliver on their promises.

The main conclusion of this study is that 80% of organizations consider technology crucial to driving productivity gains. Furthermore, 78% plan to increase their investment in technology by at least 20% in the coming years, according to Infor.

“So, on the one hand, we have high expectations for increased productivity, and on the other, there are a large number of projects that don’t deliver on that promise, creating a value vacuum,” Peccicacco explained.

Given this scenario, and according to the Infor study, 83% of companies in Mexico expect to increase their investment in technology by 20% or more in the coming years, and 79% agree that success will depend on the use and adoption of new technological tools.

Among the analysis’ findings, it stands out that 76% of organizations in Mexico expect to achieve a productivity increase of more than 20% over the next three years.

The report identified four key activities that leading organizations are adopting to maintain high productivity: processes and systems, agility and future-readiness, data culture, and customer focus.

By prioritizing these activities, organizations can increase their overall productivity and achieve a competitive advantage by aligning their processes with customer needs and technological innovation opportunities.

Infor’s research showed that the most common errors in business digitalization often originate in key areas.

In this regard, he indicated that regarding strategy, there is a lack of clarity in objectives, a limited vision of transformation, and a neglect of the human factor. In implementation, the main obstacles are resistance to change, a lack of support from leaders, and unrealistic timelines for adopting new technologies.

Regarding technical errors, the incompatibility of legacy systems and a lack of technical qualifications are the main barriers. Furthermore, several errors arise from focusing solely on the customer, without considering other key aspects of the operation.

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El cargo Technology, key to increasing business productivity: Infor apareció primero en T21.

A few weeks before the 24th edition of the National Freight Transport Forum (July 10 to 13) , organized by the National Association of Private Transport (ANTP) , Leonardo Gómez, executive president of the organization, detailed to T21 the scope of the forum and the goals of the ANTP.

Gómez indicated that the spirit of the event is to promote the development of the sector and the best practices to share with its partners and suppliers, so that the activity of the movement of goods is increasingly efficient and productive.

The above is based on the five pillars on which ANTP has based its activity: road safety, care of the environment, mobility, care of infrastructure and competitiveness and productivity in the areas of logistics and transportation.

The representative of the ANTP explained that the agenda of the National Freight Transport Forum covers important topics beyond technical information, which, without a doubt, is very important.

“We will be touching on decarbonization issues in Mexico with the different suppliers and technologies that are going to revolutionize cargo transportation. We also prepare talks on the economic issue in the country and the relocation of production plants, we will define where we are and what we need to enhance nearshoring opportunities,” she explained.

Likewise, focus will be given to the legislative panorama and the economic part ; as well as the challenges of private initiative, “towards a change that allows us to be more efficient and productive, together with our government,” said Gómez.

Within the framework of the forum, we will seek to work on the opportunities of multimodal corridors that are required and the way to strengthen them, taking into account the future vision of freight motor transportation companies.

“ We need to know what a motor carrier requests to strengthen the development of the sector , but also what it requires from the users, and in this also the users themselves can speak out on how we see freight transportation, its development and strengthening for the growth of the country and of logistics,” explained the ANTP executive president.

As part of the work of the National Freight Transport Forum, a space will also be opened to expose the needs of human capital and how to promote it towards logistics and cargo transportation.

“We have a rich agenda that allows those who attend to gather elements to apply in their companies, in a joint learning exercise,” highlighted the ANTP director.

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El cargo National Freight Transport Forum 2024, a Joint Learning Space: ANTP apareció primero en T21.