LATAM Airlines Group completed its first 13 passenger charter flights using Sustainable Aviation Fuel (SAF) , a project that is part of its sustainability strategy and its goal of achieving net zero emissions by 2050.

The flights operated between Santiago, Chile, and Ushuaia, Argentina , and were allocated 22,400 gallons of SAF (Safety and Fuel Oil) under the Book and Claim chain of custody methodology . This initiative marks the airline’s first emissions reduction project associated with passenger charter operations, developed in partnership with a client.

“This operation together with Ponant Explorations demonstrates that today there are already concrete mechanisms for our customers to be part of the reduction of emissions associated with their air operations, while we continue to promote the development and adoption of sustainable aviation fuels in the region,” said Thibaud Morand, LATAM Airlines’ general manager for Europe, Asia and Oceania.

He explained that the reduction of 160 tons of emissions was calculated following the methodology established by CORSIA (Carbon Offsetting and Reduction Scheme for International Aviation), of the International Civil Aviation Organization (ICAO) , comparing the emission factors of the Jet-A1 fossil fuel with those of the SAF used.

“This collaboration with LATAM represents another step in our commitment to more sustainable tourism,” commented Wassim Daoud, Director of CSR and Sustainable Development at Ponant Explorations.

LATAM Airlines Group is working on fleet modernization, operational efficiency, promoting the use of SAF and offsetting emissions through strategic projects for the region as a complementary measure.

For an aviation company, fuel represents between 30% and 40% of operating costs, so SAF is an alternative to achieve its sustainability goals.

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The conversation about electromobility in Mexico is no longer solely about innovation and sustainability. Today, for the transportation industry, the real discussion is much more uncomfortable and strategic: how viable is it to electrify an operation without compromising productivity, profitability, and logistical continuity? Because while public discourse tends to focus on the electric future of transportation , operational reality still demands a practical approach.

Fleet electrification is indeed progressing, but at very different speeds depending on the type of operation, the available infrastructure, and the financial capacity of companies. In Mexico, technological enthusiasm still coexists with significant structural limitations: high investment costs, insufficient charging infrastructure, and logistics operations that simply cannot be halted.

And that is perhaps the most important point, one that is rarely stated clearly: in transportation, time is profitability . A vehicle stopped, even if only to recharge, is an asset that ceases to produce.

Therefore, at least in the short term, electromobility seems to find its most natural foothold in the last mile ; there, conditions are favorable with predominantly urban routes, shorter distances, and operations that allow vehicles to return to the distribution center to recharge outside of operating hours. A vehicle with a range of around 300 kilometers can be perfectly functional for operations that cover between 100 and 150 kilometers daily.

This also explains why adoption is concentrated mainly in cities like Mexico City, State of Mexico, Nuevo León and Jalisco, regions where urban density favors shorter journeys and where the charging infrastructure is beginning to develop more rapidly, unlike in less dense cities, where journeys are longer and more dispersed, the equation changes radically.

However, it would be a mistake to interpret this situation as a definitive halt. Rather, we are witnessing a transitional phase where the private sector is playing a decisive role in accelerating the ecosystem; we see how companies in the food, beverage, and courier industries have already begun building their own cargo hubs , driving infrastructure that the public sector has not yet been able to develop at the necessary speed.

And there is an important message for the industry: electrification will not advance solely through technological will, but through a collaborative strategy where government, private initiative and technology providers will have to coordinate to strengthen the infrastructure in key logistics nodes , guarantee energy stability and create viable operating conditions for fleets.

In parallel, telemetry is becoming a critical part of this transition; managing an electric fleet involves not only monitoring routes, but also understanding battery behavior in real time, optimizing charging cycles, identifying premature degradation, and efficiently coordinating the rotation of units and chargers. Here, energy management becomes as important as logistics management.

This is where one of the most interesting aspects of this new stage lies: electromobility no longer depends solely on the vehicle, but on the operational intelligence surrounding it. The energy transition in transportation will not happen suddenly or uniformly , and perhaps that is the most common mistake when talking about electromobility: thinking of it as an immediate replacement, when in reality it will be a gradual coexistence of different technologies and different operating models.

Check out Eduardo’s previous column:  The human factor in the age of telemetry .

*Eduardo Allegre is the general manager of  Métrica Móvil .

Connect and comment with  Eduardo Allegre on LinkedIn .

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Grupo Aeroméxico has formed a strategic alliance with Grupo Bimbo through which it will promote the use of Sustainable Aviation Fuel (SAF) in its corporate and business travel in Latin America.

With this alliance, the first of its kind in the region, both companies combine capabilities, vision and commitment to accelerate the reduction of emissions through the use of SAF , joining efforts to move towards more sustainable aviation.

The reduction of emissions will be certified through internationally recognized mechanisms for the allocation and traceability of the SAF.

“This alliance reflects how collaboration can accelerate the transition to more sustainable aviation in Mexico and Latin America, driving concrete actions to reduce emissions in key activities such as business travel. The transition will only be possible through a network of partners committed to significantly reducing the environmental impact of their entire value chain and moving toward long-term goals for 2050. This agreement sets a precedent in the region and demonstrates that it is possible to move toward concrete, measurable solutions aligned with global climate challenges,” said Karen Farías, Director of Sustainability & ESG at Aeroméxico.

In this way, both companies will contribute to the mitigation of greenhouse gases; in the case of the airline, by reducing Scope 1 emissions generated by fuel use; while Grupo Bimbo will reduce its Scope 3 emissions, generated by business travel. This joint effort reinforces the long-term decarbonization goals of both organizations and consolidates their leadership in corporate sustainability.

“We have a clear goal for 2050: for Grupo Bimbo to be a net-zero carbon emissions company. To achieve this, initiatives like the one we have today with Aeroméxico contribute to this goal, which requires the joint work of all stakeholders throughout our value chain,” said Alejandra Vázquez, Global Director of Sustainability at Grupo Bimbo.

Furthermore, David Hernández, Global Purchasing Director at Grupo Bimbo, stated that “this alliance with Aeroméxico demonstrates how collaboration with strategic partners can help us reduce emissions beyond our direct operations and tangibly advance towards our goal of net-zero emissions by 2050.”

This collaboration represents a milestone for the airline industry in Mexico and Latin America , reflecting the commitment and vision of both organizations in integrating sustainability into their business models and corporate strategies; as well as in adopting tangible solutions to move towards a low-carbon economy.

Regarding Aeromexico, this initiative will allow it to continue moving towards its goal of net zero emissions by 2050, strengthening its leadership as one of the main drivers of the viability of sustainable aviation fuels in the region.

Currently, SAF is considered the leading solution available for reducing air transport emissions , as it allows for up to an 80% reduction in carbon emissions compared to conventional fossil fuels. It is produced from renewable raw materials such as organic waste and has the necessary certifications for its use, making it compatible with the current airline fleet.

Therefore, the initiative seeks to strengthen a culture of sustainability both within organizations and in society, promoting greater awareness of the importance of decarbonization. It is also part of Grupo Bimbo’s comprehensive decarbonization strategy, which addresses various aspects of the value chain, from agriculture to logistics and energy.

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Over the next five years, the supply chain will undergo various operational changes, making it necessary to have trained personnel to face this transformation, as well as tools, technologies, and collaboration between companies, according to industry specialists.

Mayra Velázquez, a specialist in Pricing and Land Transportation Project Development, explained that these changes, which will be observed around 2031 , will involve the automation of costs based on historical data. She also predicted that just-in-time delivery will disappear, some maritime routes will be suspended due to droughts, and there will be less logistics talent.

He also commented that globalization will no longer exist, but rather closed blocs, while artificial intelligence (AI) will be an essential part of the future; however, “we don’t know if it will have the resilience to give us newer data; our dependence on technology makes us vulnerable to this tool.”

During the webinar “Supply Chain of Tomorrow: Anticipating Trends Towards 2031” , he explained that collaboration strategies must also be applied.

“We need to make the supply chain more open, with everyone collaborating, trusting the carrier, creating a win-win situation for both parties to be more efficient in equipment and transportation rotation, resulting in higher profits, on-time delivery, and simpler management through everyone’s collaboration,” he emphasized.

Meanwhile, Hugo Ibáñez, a specialist in TMS Solutions and Digital Transformation at Unigis , indicated that part of the advantages that the sector will have by 2031 will be a minimum standard, such as real-time visibility, integrations, optimization, among others.

“By that year, it will be assumed that the TMS will automatically optimize costs, service levels, capacities, times, and even carbon dioxide (CO2) emissions, and the use of advanced analytics will no longer be a competitive advantage. The advantage will be knowing how to use it to have more resilient networks, make better decisions, and respond more quickly to rapidly changing environments,” he explained.

He asserted that Mexican logistics ” always has to know how to adapt and move forward , even when the context is not ideal, as was the case with the pandemic,” and he also agreed on the need for more collaboration between companies.

Carlos Canseco, founder of PELT: Professionals in Logistics & Transportation , considered it important to be up-to-date on logistics issues , to have mastery of AI for making business decisions, but also in data analytics.

“Knowing what to do with that information, where we’re going to take it, and what results we’re going to get,” she emphasized. She also pointed out that it’s a priority to implement collaborative negotiation strategies to achieve a win-win outcome.

For his part, César García, Regional Sales Director at Uber Freight , stressed that sustainability is another issue that must be considered, so concrete actions must be implemented, such as the conversion to intermodal transport , in addition to working on predictability and human capital.

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CAINTRA emphasized the need to strengthen the legal framework to promote investment, sustainability, and talent development as ways to improve competitiveness in Nuevo León, one of Mexico’s most industrialized states.

In a press conference, the organization highlighted the recently approved State Education Law , which positions Nuevo León as a national pioneer by formally integrating the dual education model , an initiative promoted by the industrial sector to close the gap between classrooms and companies.

In that regard, CAINTRA highlighted the role of the Nuevo León Congress “for promoting this important issue that will significantly benefit thousands of young people who have opted for an industrial technical career, a path that today offers incomes up to 25% higher than the average and better prospects for professional development.”

Currently, the industry demands more than 40,000 technicians in industrial branches each year, which opens an opportunity for growth and development for future generations.

According to CAINTRA, more than 450 young people participate in the dual education model, and historically  more than 2,350 have benefited in more than 180 companies , where nine out of 10 students have successfully completed the program and at least 70% of them have received a job offer from the company that offered them the development opportunity.

The organization also announced the signing of an alliance with Banregio  to facilitate access to financial resources under preferential conditions for CAINTRA members and to boost small and medium-sized enterprises (SMEs).

Another highlight was the Circular Economy Law initiative , which is currently being worked on in the Congress of Nuevo León, and for which CAINTRA has presented observations and technical criteria to ensure that its implementation contributes to sustainability without affecting the competitiveness of the industry.

The industrial organization also participates in initiatives related to transportation and transparency in public bodies.

Likewise, he called on the Executive and Legislative branches “not to give up on seeking a 2026 State Budget that prioritizes strategic projects, boosts productivity and allows capitalizing on the investment that comes to Nuevo León, while still addressing the most relevant needs of the citizens.”

On another topic, CAINTRA emphasized that it continues to promote an Administrative Procedure Law that will allow for the ordering and standardization of inspection processes for businesses in Nuevo León.

“Today, up to 20 municipal and state agencies perform these functions, which creates duplication, discretion, and risks of closure or extortion for businesses; in fact, three out of every 10 report illegal requests during these inspections. What we seek is to establish clear rules that provide legal certainty, reduce opportunities for improper practices, and strengthen the rule of law,” he stated.

In Mexico, the federal government and 20 states have a similar law that prevents arbitrary actions when ordering inspections, verifications and sanctions, and introduces defense and review mechanisms.

With these proposals and actions, CAINTRA seeks to establish greater coordination between industry, authorities and society to attract more investment, generate quality jobs and consolidate Nuevo León as the industrial and economic engine of Mexico.

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FINSA , a developer of industrial parks in Mexico, presented the first international analysis of the Industrial Development Index (IDI) to assess manufacturing competitiveness in emerging economies and the structural conditions that could influence it in the coming years. The results positioned Mexico, India, and Vietnam as the countries with the highest level of industrial development among a group of 14 nations analyzed .

“In an increasingly challenging international environment, global value chains are evolving towards more resilient and diversified models . This opens up significant opportunities for emerging economies that can offer stability, talent, and competitive industrial capabilities,” emphasized Sergio Argüelles, president of FINSA.

The IDI’s comprehensive measurement gave Mexico a score of 60 points , compared to an overall average of 39 points. Panama registered the lowest levels with 20 points. The study used 33 indicators to measure the industrial economic environment and four enablers of future growth: logistics, social environment, sustainability, and talent and innovation .

In the industrial economic environment dimension, Mexico ranked first, being the leading manufacturing exporter in the group , with shipments of US$463 billion in 2023; followed by Vietnam, with US$300 billion; India, with US$273 billion; Malaysia, with US$214 billion; and Turkey, with US$208 billion. Mexico’s manufacturing GDP reached US$352 billion , representing 20% ​​of the national economy.

In terms of trade integration, Mexico has an extensive foreign trade network with 23 international treaties, making it one of the most open economies in the group analyzed.

In terms of logistics enablers , the report considered factors such as infrastructure quality, logistics efficiency, digital connectivity, and cargo movement, where economies like Turkey, Malaysia, and Thailand show higher levels of efficiency than Mexico , which faces significant challenges in terms of infrastructure and efficiency in this area.

Regarding social enablers , which include indicators of human development, rule of law, security, institutional legitimacy and labor participation, Chile and Costa Rica stood out, while Mexico faces challenges in aspects such as perception of corruption, rule of law and presence of organized crime, which is a risk to investment.

In the sustainability dimension , Mexico shared first place with Brazil in energy efficiency regulation, according to the World Bank ‘s RISE index .

Regarding talent and innovation , 42% of manufacturing value added in Mexico comes from medium- and high-technology sectors, positioning it as one of the most advanced countries in the group. However, investment in research and development remains at a level close to 0.3% of GDP, a figure lower than that recorded in other emerging economies.

The International Industrial Development Index provides a snapshot of the state of manufacturing in emerging economies and the factors that will define their future competitiveness .

Argüelles emphasized that this knowledge will allow us to take advantage of the opportunities that arise with the transformation of international manufacturing.

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JIUTEPEC, MOR.- Freight transport is no longer just facing pressure to be more efficient, but also to adapt to an increasingly uncertain environment. Disruptions—from weather events to logistical blockades—are no longer isolated incidents but have become a constant that forces a rethinking of operations.

During the panel “Sustainability from multimodal freight transport” , held at the 4th Meeting on Technology and Sustainable Mobility of the  National Association of Private Transport (ANTP) , the focus started from the warning that the sector is moving between the need to reduce emissions and the urgency of responding to increasingly frequent disruptions.

From academia, Angélica Lozano, senior researcher at the Institute of Engineering of the National Autonomous University of Mexico (UNAM) , explained that freight transport is a significant contributor to greenhouse gases, but also one of the most vulnerable to phenomena such as floods, hurricanes or logistical blockages, which directly affect the continuity of supply chains .

In this context, resilience ceases to be an aspirational concept and becomes an operational condition. Recent events (such as the pandemic or disruptions in logistics corridors) have highlighted the fragility of the system and the need to rethink its design.

Faced with this scenario, multimodal transport  emerges as an alternative to improve both environmental performance and operational efficiency.

However, Lozano warned that its implementation is not automatic: it depends on factors such as infrastructure, the location of terminals and operation in urban areas, where new impacts such as congestion or higher emissions can be generated

From an operational standpoint, Marco Ávila, Director of Primary Distribution Transportation at Coca-Cola FEMSA , grounded these challenges in the business reality. He explained that energy efficiency—measured in tons transported per liter of fuel—has become central to operational decisions, where combining different modes of transport allows for improved results.

In his experience, rail integration has shown clear benefits in fuel consumption and cargo capacity , although he acknowledged that the infrastructure still limits its potential in the country. He also emphasized that reducing empty trips represents one of the main opportunities to improve efficiency.

Added to this are new technological tests , such as the use of hydrogen cells to enrich diesel combustion, which have allowed improvements of between 10% and 17% in fuel efficiency , with a direct impact on reducing emissions.

For his part, Francisco Kim, Head of Logistics and International Operations at Fábrica de Jabón La Corona , highlighted the need to understand transportation as a complete chain, where the first and last mile, as well as terminal operations, are crucial for achieving sustainable results.

The panelists agreed that the challenge becomes more complex in urban environments. The growth of e-commerce has intensified the pressure on last-mile delivery, where congestion, a lack of loading and unloading zones, and the occupation of public space complicate operations.

At this point, the consensus was that the solution does not depend solely on businesses. The lack of land-use planning, fragmented regulations at the municipal level, and the absence of adequate logistics infrastructure remain structural obstacles that drive up costs and reduce efficiency.

Thus, the sustainability of freight transport is not defined solely by the type of fuel or technology used, but by the ability to coordinate operations, infrastructure, and public policy in an environment where disruption is already part of everyday life.

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In a logistics environment marked by economic and operational uncertainty, Ryder Mexico maintains its commitment to collaboration with carriers, technological integration, and security as strategic pillars to strengthen its supply chains, stated Ricardo Álvarez , vice president and general manager of the company in the country.

During a meeting with the media, the executive emphasized that transport management remains one of the most important components for the company, so maintaining a close relationship with its partners is key to ensuring operational continuity in the various industries it serves.

“The transportation management component is one of the most important for Ryder in Mexico. Close interaction with our partners opens doors to collaboration and joint work to continue managing supply chains in the country,” he noted.

Regarding sustainability , he indicated that Ryder is gradually moving towards the incorporation of electric vehicles, mainly on short routes and local operations.

“We are proceeding slowly but surely, selecting the regions where it really makes operational and economic sense,” he commented.

Regarding business results, the executive reported that operations in Mexico grew by approximately 5% last year , in line with expectations given the volatile economic environment. However, he emphasized that efficiency initiatives improved the quality of earnings.

By 2026, the strategic focus will be on the customer, talent retention, and strengthening the organizational culture. Currently, Ryder has more than five thousand employees in the country and has significantly reduced employee turnover.

Regarding security , Álvarez acknowledged that it is a constant challenge in the sector, although he stressed that investment in technology and monitoring has significantly reduced incidents in operations.

The leader of Ryder Mexico reiterated the company’s confidence in the Mexican market.

“We are convinced that Mexico remains a country worth investing in, provided that the appropriate analyses are done at the right time and in the right region,” he said.

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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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