In a context where geopolitical tensions, the review of the United States-Mexico-Canada Agreement (USMCA) and structural changes in supply chains have tested the resilience of companies, the 2026 edition of the Logistics Pulse marks a turning point: leaving measurement behind to focus on action .

During the presentation of the study, Ángel Estrada, managing director of Alvarez & Marsal , highlighted that this new edition responds to a different reality, in which the challenges of the past have evolved into structural challenges that require strategic decisions.

“In previous years we measured efficiency, costs and performance. Today the focus is on looking ahead and understanding what’s coming and how to act,” he noted at The Logistics World Summit & Expo.

Unlike previous editions, the 2026 Pulse Meter was built from more than 45 interviews with leaders of the logistics ecosystem , including companies, operators, associations, academia and government, with the aim of identifying trends and defining courses of action in seven key pillars, such as infrastructure, costs, resilience, technology, security, talent and sector collaboration.

This change in methodology reflects an evolution of the sector, which has gone through different stages in recent years, from the disruption caused by the COVID-19 pandemic, to the container crisis, energy volatility and, more recently, the regionalization of supply chains .

In this context, Estrada stressed that 2026 is a critical year for Mexico, particularly due to the review of the USMCA and international pressure to strengthen regional integration.

One of the main findings of the study is that Mexico has a real opportunity to consolidate itself as a logistics hub in Latin America , driven by nearshoring and the global reconfiguration of trade.

However, this opportunity coexists with structural tensions that go beyond logistical costs, such as insufficient infrastructure, security challenges, and a lack of specialized talent.

“We are at a pivotal moment. There is a great opportunity, but also pressures that, if not addressed, could become bottlenecks,” Estrada warned.

One of the most significant changes identified is the transformation of the role of logistics within companies. From being an operational function focused on costs, it is evolving into a strategic element in decision-making.

“Logistics is being discussed in the council today. It is a growth enabler and a competitive advantage,” Estrada explained.

This change responds to the need to build more resilient, efficient supply chains that are aligned with business objectives.

The study also highlights two critical factors: talent and technology .

On the one hand, a lack of specialized skills can limit the sector’s growth. On the other hand, the accelerated adoption of technologies like artificial intelligence (AI)  opens up opportunities, but also risks if not implemented in a structured way.

“Many solutions arrive as isolated applications, without being integrated into the processes. The challenge is to connect end-to-end and start from clean data,” Estrada pointed out.

Security and infrastructure, the structural issues to be resolved

During the press conference, leaders in the logistics sector agreed that the main challenges remain security and infrastructure.

Hugo Ruiz, president of the National Council of Executives in Logistics and Supply Chain (ConaLog) , highlighted that there is a growing recognition, even from the government, of the deficiencies in infrastructure.

“It’s something that wasn’t openly discussed before. Today there’s agreement between the public and private sectors, and it’s one of the issues we need to resolve in the coming years,” he stated.

Regarding security, Sandra Aragonez, senior director at Alvarez & Marsal , stressed that it must cease to be an operational issue and become a strategic focus within organizations.

“Security must be on the same level as supply chain management. It must be integrated from the operational design stage,” he stated.

From conversation to execution

One of the most compelling calls of the 2026 Pulse Meter is the need to move from diagnosis to action.

Bernardo Flores, from Alvarez & Marsal , emphasized that the real challenge is to translate opportunities into concrete results, through collaboration between companies, government and academia .

For his part, Juan Carlos Molina, general director of GS1 Mexico , stressed that digitalization will be key, as long as it is supported by standards that allow for efficient communication.

The message is that the moment demands coordinated action. For Juan Pablo Pacheco, managing director of HAF Logística Internacional , the key lies in collaboration among stakeholders.

“We need to work together as a sector to solve the challenges,” he said.

The participants agreed that, although Mexico has managed to grow despite its limitations, its true potential will be reached when structural problems are addressed.

“Imagine what we could achieve if we resolve these deficiencies,” Ruiz said.

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Women’s leadership in logistics is progressing, although it still faces representation gaps, stereotypes and cultural challenges in a sector historically dominated by men, as pointed out by specialists during the webinar Women’s Leadership in Logistics , organized by #SoyLogístico Association .

During the meeting, the panelists shared experiences about their professional careers, the challenges women face in the industry , and the skills needed to lead increasingly complex supply chains.

Fabiola Rincón , Perform & Transform Operations at Danone Mexico , contextualized the discussion with figures on the presence of women in executive positions. According to data cited during the webinar , only 8% of Chief Operating Officer (COO) positions in the leading companies of the S&P 500 Index are held by women , while in Latin America the figure reaches 29 %.

These statistics reflect that, although there has been progress, female participation at the highest levels of leadership remains limited.

The moderator emphasized that diversity in management teams is not only a matter of fairness, but also of organizational performance. Studies show that diverse teams tend to improve the quality of decisions, strengthen corporate governance, and contribute to sustainability goals , including those related to gender equality.

The panelists agreed that many careers in logistics begin unexpectedly.

Brenda Hernández , Senior Director of Logistics for Latin America at Mattel , recounted that her interest arose while she was studying international trade during the North American Free Trade Agreement (NAFTA) era . After exploring different areas, from customs to the sale of logistics services, she found logistics to be a dynamic field where every day involves solving new challenges.

“For me, logistics is about solving a challenge every day with different circumstances,” he said.

In contrast, Karina Arenas , Supply Chain Planning & Execution Director at Schneider Electric , came to the sector by chance. Trained in industrial design, she began her career in manufacturing at Procter & Gamble and, almost two decades later, discovered that the supply chain was the space where she could apply skills in analysis, process design, and customer focus.

“A well-designed supply chain connects all the players in the business. Often, you don’t notice when it’s working well, but the day it’s not there, everyone notices,” he commented.

Laura Galdeano , Primary Logistics Manager at C&P in the Danone Group, explained that her connection to logistics has family roots. Although she initially focused on purchasing, today she recognizes the strategic role that logistics plays in the consumer experience, financial performance, and sustainability goals of companies.

One of the recurring themes was the importance of authenticity in environments where historically masculine leadership styles have predominated .

Hernández recalled that, at the beginning of her career, she tried to replicate behaviors she observed in other leaders, but discovered that doing so distanced her from her own way of working.

“When I decided to be myself and stop trying to fit into a mold, I felt free and was able to strengthen my own skills,” she explained.

Arenas emphasized that the lack of female role models has been one of the most significant barriers in the industry. Without visible role models, many women feel they must adopt leadership styles that don’t necessarily reflect their strengths.  Therefore, she believes that spaces like this webinar are important for showcasing diverse career paths and demonstrating that there are multiple ways to lead.

Human skills become more important

The participants also highlighted that, in an environment marked by digitalization and the advancement of artificial intelligence, human skills acquire greater value.

Among the key skills they mentioned were strategic communication , to give visibility to one’s own and the team’s work ; networking , fundamental in a discipline that connects multiple actors in the supply chain ; in-depth knowledge of the operation , even at management levels ; and resilience and tolerance for frustration , indispensable in a sector characterized by uncertainty.

Arenas emphasized that learning to communicate achievements and results is especially important.

“No one is going to come and ask you what you did right. You have to learn to communicate the value you are generating,” he said.

Logistics: From Operational Function to Strategic Role

Another point of agreement was the evolution of logistics within organizations.

Brenda Hernández pointed out that the function has gone from being primarily operational to becoming a strategic area that influences decisions about plant location, sustainability, costs and taxes.

“Logistics is taking on a much more proactive role within organizations,” he stated.

In the coming years, the panelists anticipate that the industry will be marked by trends such as the automation and digitization of processes , greater visibility of real-time data, integration of planning and optimization technologies; and sustainability as the central focus of the business.

On this last point, Karina Arenas highlighted that sustainability will cease to be a differentiator and will become a requirement for operational continuity.

The panelists agreed that logistics offers broad career opportunities for new generations.  The supply chain allows for the development of financial, commercial, technological, and leadership skills, as well as providing a comprehensive view of the business.

“It’s a career where no two days are ever the same,” Arenas emphasized.

For young women interested in the sector, the message was that choosing logistics involves facing constant challenges , but also participating in one of the functions that generates the most value within organizations.

According to the International Labour Organization (ILO) , women make up approximately 24% of the workforce in the logistics sector globally, which, although it represents progress, still reflects a significant gap in the industry.

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Isuzu Motors de México presented the second season of “Los Imparables” (The Unstoppables) , its original documentary series focused on showcasing the stories of customers who have built successful businesses in different regions of the country. The premiere is scheduled for this Friday, February 27, on the brand’s official website.

The new installment consists of five chapters that narrate real experiences of entrepreneurs who, with determination and resilience, have driven the growth of their companies.

Among the stories, “The Accomplices ,” set in Oaxaca, stands out, recounting how Prudencia Ruiz and Abimael Oliveira consolidated Plastisur del Istmo through teamwork. In “The Warrior ,” from La Paz, Mayra Cerecer narrates how she transformed the distribution of basic goods into an operation characterized by innovation and constant growth in Baja California Sur.

In the State of Mexico, The Visionary showcases the case of Eliseo Gutiérrez, who developed Guval Gas with a strategy aimed at maintaining competitiveness in the gas sector.

Meanwhile, “The Best Decision ,” in Puebla, features Efraín Domínguez, who strengthened Mi Caja through operational efficiency. Finally, “The Woman of Steel ,” in Oaxaca, documents how Patricia Ramírez assumed leadership of Aceros Ramar after her husband’s death from Covid and consolidated the business’s growth.

Each episode portrays the resilient spirit of men and women who have faced challenges and continued to move forward, with Isuzu as an ally on their journey.

With this second season, the brand seeks to reaffirm its purpose of recognizing those who, through work and perseverance, contribute to the development of the country.

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Logistics is undergoing a structural transformation . Beyond operational efficiency, supply chains are focused on becoming strategic platforms capable of anticipating demand, absorbing disruption, and generating sustainable value in increasingly volatile environments.

The evolution towards customer-centric logistics ecosystems , with end-to-end visibility and deep integration between planning, procurement, manufacturing and distribution, are necessary conditions for organizations to maintain their competitiveness in 2026, according to James Lisica, founder of Supply Chain On-Demand , during the webinar “Trends 2026: The futuristic vision that will transform logistics and the supply chain”.

One of the main challenges identified was the increasing volatility of consumer spending , which is forcing companies to move beyond traditional forecasting models. In this new context, anticipating demand and the intensive use of data are emerging as critical factors for avoiding stockouts, protecting margins, and responding to increasingly unpredictable customers, explained Lisica.

Resilience , both physical and digital, has ceased to be a defensive concept and has become a strategic enabler, supported by the diversification of suppliers, the regionalization of production networks , and the strengthening of security protocols, he stressed.

Sustainability is also gaining new importance in decision-making. Beyond regulatory compliance, the integration of circular economy models and emissions reductions are beginning to directly impact cost structures and operational profitability. In this sense, green logistics is consolidating itself as an engine of efficiency and growth, not just an environmental requirement, which is why more and more companies are optimizing routes and electrifying fleets with the aim of reducing costs, the specialist pointed out.

On the technological front, tools such as digital twins, blockchain , predictive analytics, and artificial intelligence are advancing as key elements to achieve greater traceability, improve real-time decision-making, and accelerate response to disruptions.

However, the emphasis is on the fact that these technologies only generate value when there is harmonized data, integrated processes, and a clear long-term strategy.

In 2026, the challenge for companies will not be to adopt trends in isolation, but to build supply chains capable of learning from disruption and growing stronger as a result. This transformation redefines the role of the supply chain as one of the main drivers of competitiveness in the global economy.

The size of the supply chain management market in Mexico reached $833.5 billion in 2025, and is expected to grow at a compound annual growth rate of 5.23% during the period 2026–2034, according to the consulting firm IMARC Group .

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During the presentation of the analysis, Ricardo Delfín , lead partner of Clients and Market at KPMG Mexico, highlighted that although reservations persist about global and national economic performance, almost 80% of the companies surveyed expect to grow in Mexico , and nearly half estimate sales increases of more than 6%, well above economic growth projections.

“Companies are learning to operate in an ambiguous and changing world. Disruption, complexity, and uncertainty are now part of the everyday language of senior management,” Delfín noted.

The study, which gathered the opinions of more than 500 C-level executives and key decision-makers , revealed that while there is less appetite for large physical expansions , such as new plants or greenfield projects (those developed entirely from scratch), there is a clear willingness to invest in digital transformation, innovation, automation, and artificial intelligence , with the aim of gaining operational resilience.

Tariff policies and the review of the United States-Mexico-Canada Agreement (USMCA) are emerging as key factors in strategic planning. Senior management acknowledges that changes in rules of origin and international trade have increased costs and created logistical challenges , leading companies to seek greater operational efficiency to absorb these impacts without fully passing them on to prices.

From the regulatory perspective, Susana Galán , Transfer Pricing partner at KPMG Mexico, emphasized that oversight remains active: 49% of companies have faced formal review processes , while the administrative burden and complexity of tax compliance are consolidating as the main “headaches” for senior management.

“Tax enforcement today begins long before an on-site audit. It starts with data analysis, CFDI (Digital Tax Receipts via the Internet) , electronic accounting, and foreign trade,” explained Galán, noting that 64% of executives already use technology to automate tax processes , although a lag persists that represents risks of non-compliance.

Talent, artificial intelligence, and emotional salary

Human talent management remains a strategic priority. Nearly 70% of companies plan to modify their workforce , reducing automatable positions and strengthening strategic areas such as sales, customer service, and high-value operations.

The study confirmed that artificial intelligence (AI) will not replace human talent , but rather those who fail to prepare to integrate it. In this context, emotional salary, work flexibility, career development plans, and technological training are gaining importance compared to traditional compensation schemes.

For his part, Gerardo Rojas , lead partner of Advisory at KPMG Mexico, highlighted that companies are leaving behind reactive innovation to survive and are moving towards strategies aimed at improving the customer experience, generating new revenue and developing business solutions .

Between 2% and 5% of revenue is the range of investment in innovation that senior management considers appropriate, with an emphasis on cloud, data analytics and AI , both for internal efficiencies and to strengthen customer relationships.

Risk management is evolving towards a more holistic approach, encompassing intangible risks such as loss of relevance, changes in consumer habits, and environmental, social, and governance (ESG) factors. Currently, 71% of companies already incorporate ESG criteria into their risk management , a trend that is expected to continue rising in light of future reporting obligations and increased scrutiny.

“The greatest risk may be complacency,” Rojas warned, emphasizing the importance of updating risk plans and conducting materiality analyses appropriate to the sector and size of each organization.

Mexico, resilient in the face of disruption

Despite global volatility, the study concluded that Mexico maintains key attributes for attracting investment: geographic location, competitive workforce, and economic openness. Meanwhile, the review of the USMCA could become a catalyst for strengthening regional value chains , once the rules of the game are defined.

In short, top management in Mexico faces 2026 with prudence, but also with a clear conviction: investing in innovation, talent and resilience is essential to grow in an environment of constant disruption .

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Digitalization , technology, and infrastructure investment are essential pillars for building more resilient and dynamic supply chains in North America, specialists agreed on the panel ” Keeping Pace with Cross-Border Demands ,” within the framework of Automotive Logistics & Supply Chain.

The panel included Magdalena Pongratz, inbound planning specialist at Volkswagen de México ; Ricardo Álvarez, vice president and general manager of Supply Chain Solutions at Ryder México; and César García, sales director at Uber Freight in Mexico.

The experts agreed that close collaboration, flexibility, and the adoption of technological innovations are key factors in facing current challenges , such as bottlenecks, and anticipating obstacles that may arise in the future in supply chains.

During the discussion, it was highlighted that digitization has ceased to be a trend and has become a necessity that improves transportation processes . As an example, the Transportation Management System (TMS) was cited, along with its evolution into a data exchange tool for a key player in customer service, and Ricardo Álvarez noted his experience in developing the tool.

“We tasked our engineers with developing a new model of our TMS to be 100% applicable and to act as mediators in the process to make it applicable to everyone. So, if someone tells us we want to fail, now the public is reviewing every detail. We are becoming a technology company, and this is part of our integrated solutions,” he noted.

Meanwhile, César García emphasized that investment in technology and infrastructure is a strategic priority for addressing the industry’s challenges . He pointed out that innovation should not be seen as a problem, but rather as the solution that accelerates processes. In his experience, particularly in border regions, alternatives have been implemented to optimize cash flow and consolidate operations, in addition to the adoption of artificial intelligence (AI) in processes.

“What we need are three direct lines of management and flexible capacity solutions, because only with these can we react quickly and have the right processes in place. These are the two main characteristics for us,” he noted.

Finally, Magdalena Pongratz pointed out that transparency and open communication strengthen strategic transitions , while building a collaborative logistics ecosystem allows for raising the level of service and efficiency.

“In Mexico, it’s all about deep collaboration with our indigenous countries because we see, with all the new volume, with all the change that is happening, that we can build a resilient network that can support service providers in the long term,” he concluded.

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In this regard, Nava commented that the disruptions caused by the COVID-19 pandemic, the semiconductor shortage, and geopolitical tensions tested manufacturers’ response capacity, forcing them to rethink their supply and production models.

He emphasized that the greatest learning experience was strengthening local chains and reducing dependence on distant markets. “The pandemic taught us that resilience begins at home,” he said at the 23rd International Congress of the Automotive Industry in Mexico (CIIAM) .

Nava explained that, in recent years, Stellantis significantly increased its Mexican supplier content , going from around 25% to 50% , with a strategy aimed at consolidating Tier 2 and Tier 3 suppliers .

“The goal is not only to have more local suppliers, but also to strengthen their response capacity, their technology, and their compliance with international standards,” he stated.

This approach seeks to make Mexico not just a manufacturing platform, but a center of development and innovation within the North American chain.

The director acknowledged that digitalization and predictive planning have become essential to anticipating risks and disruptions. Therefore, the company has implemented analytical tools that allow it to map vulnerabilities in its global network and respond quickly to logistical contingencies or component shortages.

Furthermore, Nava emphasized that resilience depends not only on large automakers, but also on the collaborative work between government, industry, and local suppliers to strengthen the Mexican manufacturing base.

“The region’s strength will depend on how well prepared all links in the chain are,” he said.

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