In a country like Mexico, where logistics is an important sector of the economy, understanding and transforming the way goods are moved has become a strategic imperative.

With that vision, Control T brought together industry leaders on the panel Data Transforming Logistics in Mexico , a space where the findings of the 2025 Logistics Pulse Meter were presented in its third edition, which tripled participation compared to the first year, with more than 450 companies .

Sandra Aragonez , senior director at Alvarez & Marsal , emphasized that the heart rate monitor is a collaborative effort.

“I don’t believe in isolated efforts. If we want a more enriching vision and strategies with real impact, we need to bring together associations, executives, and companies,” he emphasized.

Among the key findings, the study identified five critical pillars: planning, agility, collaboration, talent, and digitalization, with the latter emerging as the most pressing challenge.

“Many small and medium-sized enterprises (SMEs) continue to operate with manual tools. Digital transformation is no longer optional; it’s the enabler of all the other pillars,” Aragonez emphasized.

The report also revealed a significant gap in logistics costs between large and small companies. While the former allocate 9.7 percent of their revenue to logistics, the latter spends up to 18.8 percent.

To close this gap, Aragonez proposed three strategic levers : strengthening planning with predictive models, adopting asset-light approaches , and digitizing according to each organization’s maturity level.

But the data also speaks to talent. In Aragonez’s words, “without the right staff, without metrics, and without visibility into results, it’s impossible to capture real value with technology . “

José Guzmán Salas , from the National Council of Logistics and Supply Chain Executives (ConaLog) , pointed out that finding talent isn’t enough; it’s essential to develop it.  However, the study showed that small businesses only allocate 5% of their investment to training.

Guzmán proposed that companies plan time and budget for training, leverage internal talent as trainers, and partner with associations that offer specialized training at low cost.

“Training doesn’t always have to come from Harvard; it often comes from our own team or our trade associations,” he said.

He also warned that the lag in demand planning , a practice that is non-existent in 48% of SMEs , has cultural roots.

“Logistics is still seen as the end of the process, not as part of strategic planning. We need a culture of collaboration and dialogue between departments,” he emphasized.

For his part, in the context of nearshoring (relocation of production lines), Diego Anchustegui , president of the Mexican Intermodal Transport Association (AMTI) , noted that the trade war between the United States and China positioned Mexico as a key partner, but political uncertainty is holding back decisions.

“Transportation demand has stalled, there’s overcapacity, and fares are falling. Still, we must continue investing in rail infrastructure to be ready for any scenario under the United States-Mexico-Canada Agreement (USMCA) ,” he said.

Anchustegui defended the potential of intermodal transportation , which reduces costs by 25% to 30% and is up to 75% more environmentally friendly. However, he acknowledged that many SMEs don’t use it due to lack of awareness or access to established services.

“We are working with the Ministry of Economy to bring the train closer to small and medium-sized businesses,” he said.

On the other hand, insecurity on roads and railways continues to be an operational burden, so for AMTI, the response must come from the private sector.

“We can no longer wait for the government to act. Technology is the solution: RFID, GPS, cameras with Artificial Intelligence (AI). Today, not having full visibility is non-negotiable,” Anchustegui said.

He added that the security approach is no longer reactive, but predictive, detecting theft patterns at critical points, documenting each seal opening, and protecting the operator with evidence in the event of accidents or legal disputes.

Although all specialists agreed on the importance of collaboration , José Guzmán Salas made a distinction between “micro” collaboration, which occurs between companies and suppliers, and “macro” collaboration, where integration between unions, governments, and key stakeholders is still lacking.

“On paper, collaboration exists. In practice, everyone takes care of their own little piece. We lack community, a shared vision of the future,” he warned.

He added that Mexican logistics has talent, infrastructure, and good practices , but they are often not connected.

“What we need is not to be copied, but rather to be copied more and to share what works to strengthen the entire chain,” he emphasized.

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El cargo Data, collaboration, and talent to transform the supply chain apareció primero en T21.

While large companies allocate an average of 9.7% of their income to logistics operations, small businesses face expenses almost double: 18.8% , a difference that is mainly due to the use of own resources, less operational flexibility and low technological adoption, according to the Logistics Pulse Meter 2025 .

At The Logistics World Summit & Expo , the results of this collaborative study were presented, providing a detailed snapshot of the logistics environment in Mexico.

The report, the result of the joint work of 10 leading organizations including Alvarez & Marsal , the Mexican Association of Freight Forwarders (Amacarga) , the  National Council of Logistics and Supply Chain Executives (Conalog) and GS1 Mexico , reflects the structural challenges of the sector and calls for its urgent transformation.

“Mexican logistics is at a turning point. In a competitive, uncertain, and constantly changing environment, companies that commit to modernization, sustainability, and data-driven decisions will be better prepared for the challenges we face in Mexico and will be able to capture greater growth opportunities,” said Luis Gómezchico, Performance Improvement partner for Alvarez & Marsal Latin America North.

According to experts, the profound disparity in logistics costs between small and large companies is primarily due to the use of internal resources, less operational flexibility, and low technological adoption.

In the study, regarding digitalization , 66% of large companies have prioritized digital transformation through advanced tools such as ERP, TMS, or WMS. In contrast, many SMEs still operate with basic technologies, such as Excel, paper, or limited software, which hinders their competitiveness.

The report also noted that more than 90% of large companies meet high service level standards, while one in four SMEs (25%) don’t even measure this indicator . The main causes of poor performance in this area are sales forecast errors, lack of infrastructure, and insecurity.

The experts emphasized that the study reveals that 85% of large companies obtain their inputs through international trade agreements, taking advantage of economies of scale.

In contrast, 78% of SMEs do so through the national supplier ecosystem. This presents a strategic opportunity to promote local sourcing and thus reduce external dependencies, mitigate risks, and boost the domestic economy.

Another critical aspect identified is the low investment in talent development. More than a third of SMEs do not allocate any budget to training , and the majority of large companies allocate less than 10 percent. This negatively impacts operational efficiency and limits the ability to adapt to market challenges.

Regarding diversity and inclusion, although female participation in the logistics sector has increased, only one in four women hold a managerial or higher position , demonstrating the need to promote their leadership in the sector.

“These data confirm what many of us suspected: logistics in Mexico is at a turning point. We face structural challenges that we can no longer postpone, but we also face a great window of opportunity to reinvent ourselves and collaborate,” said Sandra Aragonez, president of Conalog.

Furthermore, the Pulsómetro invited the adoption of a PACT based on five pillars:

1. Strategic planning .
2. Operational agility .
3. Collaboration between logistics actors.
4. Talent Development .
5. Digital Optimization with intensive use of technology.

With the participation of 441 companies , 351 logistics service users, and 90 suppliers, the Logistics Heart Rate Monitor 2025 is positioned as a key tool for understanding the current state of the sector and making informed decisions for its evolution.

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El cargo Heart Rate Monitor 2025 exposes logistics gaps between SMEs and large companies apareció primero en T21.