SAN PEDRO GARZA GARCÍA, NL – As automation, artificial intelligence, and industrial relocation redefine supply chains, the real challenge for companies is not technological, but human.

This was the consensus of experts at the panel entitled ” Binational Talent in Logistics 4.0: Dual Education, AI, and New Logistics Skills ,” held within the framework of the Transport and Logistics Meeting (ETYL) 2025, organized by T21.

The panelists shared a common vision: the future of logistics will depend on the ability to train, attract, and retain talent capable of working in digital, collaborative, and cross-border environments.

“Successful organizations will not be the smartest ones, but rather those that have the people capable of managing them,” said Fernando Alonso , managing partner of AGyl The Human Capital Capability , noting that technological advancement requires a rethinking of human competencies.

In his opinion, so-called Logistics 4.0 requires not only engineers or programmers, but also hybrid profiles with analytical thinking, adaptability, empathy, and business vision.

Iliana Gamiz , president of E2E Supply Chain , emphasized that dual education and collaboration between industry and academia are essential to closing the gap between what is taught and what the market demands.

“We need young people who learn by doing, who understand real-world operations, but also who master digital management,” he said.

From a binational perspective, Argenis Bauza, founder of Creativa Enterprise and former partner at KPMG , noted that nearshoring opens a historic opportunity to strengthen talent between Mexico and the United States.

“We are witnessing unprecedented labor integration, where the flow of knowledge and skills is as important as the flow of goods,” he said.

The specialist also emphasized the need for a shared vision on certification programs, bilingual training, and labor mobility policies that respond to the growing interdependence of both economies.

For his part, Alberto Luis Zatarain , managing director of GT+Logistics , noted that Artificial Intelligence (AI) and automation should not be seen as a threat, but rather as tools that amplify human capabilities.

“We cannot lose sight of the fact that behind every algorithm lies a human decision. The key is to develop leaders capable of making decisions based on data, but guided by values,” he emphasized.

The panelists agreed that the future of logistics will be digital, but it will only be sustainable if it is also human. Dual education, cross-border collaboration, and ongoing training are emerging as the pillars of binational talent that will drive regional competitiveness in the era of Logistics 4.0.

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The Mexican logistics industry is facing a perfect storm combining a shortage of specialized talent, high turnover, internal wage gaps, and new regulatory pressures , such as the reduction of the work week to 40 hours.

According to Maya Dadoo , CEO and co-founder of Worky , these factors not only affect the competitiveness of companies, but also directly impact logistics costs and, ultimately, the final price for the consumer.

“In logistics, we’re seeing pay gaps of up to 300% for the same role within the same company, and that’s brutal,” Dadoo said in an interview with T21.

Worky’s most recent study revealed that, within the logistics sector, salary gaps for the same position can reach up to 300% , a level of dispersion that erodes productivity, increases operating costs, and makes it difficult to retain talent.

For example, in the case of a logistics manager, the difference between the low and high salary percentile reaches 295 percent, for a logistics supervisor it is 280 percent, and for a specialized industrial engineer it is 229 percent.

At the top end of the pay scale, roles such as logistics planning specialists earn an average of 37,395 pesos per month; while, in contrast, critical roles such as transportation associates or field logistics specialists barely exceed 14,485 pesos, despite their direct impact on meeting operational goals.

In many cases, logistics assistants and supervisors earn between 9,100 and 12,700 pesos per month, barely above the minimum wage and with no commitment to goals or performance.

The root of the problem, he explained, lies in the lack of modern tools for recording, analyzing, and adjusting compensation. Many human resources departments in the sector still work with outdated systems , designed more than 15 years ago, without integration capabilities or customized reporting.

This lack of visibility means that a new employee can earn three times more than another in the same role, which fuels a vicious cycle : turnover in logistics is around 200% annually, and specialized talent jumps from company to company in search of better salaries, increasing operating costs, according to the specialist.

For Dadoo, the proposed reduction in working hours poses a major challenge for payroll administration in logistics, where payment schemes include multiple variables such as kilometers traveled, type of cargo, stops, and hours worked, among others.

“Payroll calculations in this sector are already complex and often done manually. With the reduction in working hours, overtime would skyrocket, and this would not only make the operation more expensive but also increase the possibility of errors,” he warned.

He added that companies will have to decide between paying more overtime or hiring more staff in a context where qualified talent is scarce, which will require redesigning shifts, providing intensive training, and strengthening career paths to retain the most experienced operators.

He also noted that turnover not only increases payroll costs but also increases logistics costs, as companies must constantly train and certify personnel, adding to other factors such as customs delays, health regulations, and supply issues.

According to the National Association of Private Transportation (ANTP) , logistical inefficiencies can increase operating costs by up to 30% , which translates into higher prices for the end consumer and a loss of competitiveness for companies.

“The end consumer ends up paying part of this additional cost, although companies are seeing their margins increasingly reduced,” Dadoo noted.

On the other hand, the arrival of companies through the nearshoring phenomenon (relocation of production lines) will increase demand for transportation and logistics, which for Dadoo represents a double opportunity that brings with it more business, but also greater pressure on an already saturated labor market.

Faced with this situation, Worky is promoting the adoption of software to optimize payroll, shift, attendance, and compensation management, as well as to integrate Artificial Intelligence into route planning and preventive maintenance.

“HR teams must stop operating in the dark. With real-time information and integrated systems, they can reduce turnover, optimize their workforce, and offer fairer and more competitive compensation plans,” Dadoo emphasized.

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Whether due to the political uncertainty generated by the electoral processes in Mexico and the United States or due to the scenarios of economic volatility, there are business sectors that are reserved to continue their progress in the market.

In an analysis by Grupo Financiero Ve por Más (BX+) titled “Redefining the course after the elections,” it is mentioned that the possibility of a second term for Donald Trump in the presidency of the United States “could generate more aggressive speech, be it less foreseeable and condition commercial issues to other points. Therefore, the T-MEC review may be critical in the face of an increase in the trade deficit, greater illegal immigration and the opioid crisis.”

Although these scenarios are analyzed by Trayecto (number 1 of the Top 100 of Autotransporte®) , “we must focus on what we must do to continue growing, we have a treaty (T-MEC) that is bigger than the elections and that allows us a great opportunity for growth,” described Fernando Bernal González, Commercial Director of Trayecto.

To take advantage of the growth, the manager referred to the vision they have in Trayecto where more than being a trucking company they are a talent firm , therefore, the focus has been to continue building capabilities in the collaborators, a formula that allows us to face and resolve all the challenges that exist.

The focus of being a talent company is linked to taking advantage of generational change and being a work space, where constant professional growth can be developed and maintained.

This philosophy is complemented by the Decalogue Journey that allows them to create long-term relationships with clients and motivate the development of their collaborators, which is why Fernando Bernal describes that progress in the market also occurs from finding opportunities with clients with those who share values.

“Clients who settle in the country have a long-term vision, not just a six-year period, which is why it is important to match values ​​to achieve constant progress,” said Bernal González.

To give greater certainty to this long-term vision, a strategic point for Trayecto is governance, where an institutionalization process has been implemented that is focused on achieving the best results for the company and therefore for its stakeholders.

Trayecto’s parity of values ​​and structure is what allows it to be in line with the proposed budgets, while making investments in infrastructure that promote objectives and allow constant progress in the market and the development of talent.

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