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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El cargo CAINTRA calls for boosting investment and talent for the industrial development of Nuevo León apareció primero en T21.

The Cali-Baja region boasts several key points driving its development, among which Ensenada, Baja California , stands out . This city is distinguished by integrating the strengthening of its logistics infrastructure with a knowledge economy , geared towards developing specialized human talent, which is why it could be compared to Silicon Valley (California), according to Héctor Uraga, president of the Ensenada Economic Development Council (Codeen) .

“We are evolving towards a knowledge economy. What we must do is add more value to our products and promote the development of clusters in biotechnology, aerospace, and renewable energy to reduce dependence and deepen North American integration,” Uraga explained in an interview with T21.

Ensenada not only relies on primary sectors like fishing and agriculture, but has also evolved into high-tech industries such as biotechnology and semiconductors . Its strategic location and integration with other markets have allowed it to rise to become an economic leader in the region. “Within a three-hour radius (of Ensenada), you’re in a market of more than 30 to 40 million consumers,” Uraga pointed out.

The municipality has positioned itself as an innovation hub with 25 universities and research units in key sectors , such as the Center for Scientific Research and Higher Education of Ensenada (CICESE) and the Center for Nanoscience and Nanotechnology (CNyN) of the National Autonomous University of Mexico (UNAM) . This ecosystem fosters the development of patents and technology-based companies that export advanced solutions in areas such as biofertilizers derived from seaweed. 

“For example, it’s a practical case. I have a consulting firm and I was advising a PhD in biotechnology. He has his own company (…) and he made biofertilizers from seaweed and they started offering biotechnology for organic vegetables, tomatoes, squash, strawberries. Then this is exported to the United States,” Uraga shared.

The market of opportunities also extends to the energy sector , Uraga emphasized, where the area functions as an “energy island” that generates and exports clean energy, including solar and wind, primarily to the United States. The presence of natural gas projects and the push for green hydrogen in the area place Ensenada at the forefront of modern environmental policies.

Logistics infrastructure, a central axis for Ensenada

The president of Codeen pointed out that the Port of Ensenada is the gateway for goods from various parts of the world, primarily Asia . “We are the best-located strategic port on the Pacific, the closest to the United States and Canada,” he emphasized. In the first quarter of 2026 alone, the Port of Ensenada handled 89,355 twenty-foot equivalent units (TEUs), a 10.7% decrease compared to the same period in 2025; and its customs office collected 9,003.24 million pesos (MXN) in the first quarter of the year, representing a 143.4% year-over-year increase.

Regarding infrastructure projects, Uraga shared that there are projections for the municipality such as the Punta Colonet port , a terminal with a draft capacity of 17.5 meters that will have an area of ​​2,769 hectares with a port facility of 83 hectares, whose construction is scheduled in three stages between 2026 and 2035, and which seeks to project the state as a logistics hub in international trade, according to information from the Baja California government.

The executive noted that new railway lines are also planned , with which they seek to improve connectivity with the rest of Mexico and the United States, in addition to investments in highways.

Uraga believes the Cali-Baja region is one of the world’s largest markets. “If California and Baja California were a single country, we would be the fourth largest economy in the world.” By 2026, the main challenge will be attracting capital to scale local businesses and strengthen regional production chains .

“Infrastructure, consolidation in technological sectors, and turning growth into development (…) there are many patents, many scientists, and a lot of intellectual capital. What we have to do now is bring them angel capital or seed capital so that these ventures can grow,” he emphasized.

Uraga pointed out that Ensenada could be compared to Silicon Valley because of its location on the coast and because it is a key point in technological and talent development.

“Ensenada could be the Silicon Valley of Cali-Baja. We have the talent, research centers, and quality of life necessary for entrepreneurs to work from here for companies anywhere in the world, from Asia to Europe,” he concluded.

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El cargo Ensenada: The “Silicon Valley” of Cali-Baja that drives a knowledge economy apareció primero en T21.

The Mexican Business Council for Foreign Trade, Investment and Technology of the Northeast (Comce Noreste) presented a diagnosis of the structural risks facing Mexican foreign trade due to the deficit of logistics infrastructure and the shortage of specialized talent in customs matters.

Javier Cendejas Meneses, president of the organization, pointed out that foreign trade continues to be a central engine of the national economy, with exports of 664 billion 837 million dollars (mdd) in 2025 , a growth of 7.6% compared to 2024.

Furthermore, he noted that the Northeast region of the organization (Chihuahua, Coahuila, Durango, Nuevo León and Tamaulipas) concentrates more than 45% of total exports, driven by high technological and manufacturing value chains ; and he emphasized that highways are the main means of exchange with the United States.

“In November 2025 alone, Mexican exports to that country reached $46 billion, of which 55% crossed through the five main border crossings, led by Laredo with $19.6 billion. Data from the United States Bureau of Transportation Statistics shows that nearly six million cargo trucks arrive annually from Mexico by road, and according to data from the National Institute of Statistics and Geography (INEGI) , two out of every three exports are transported this way,” Cendejas noted.

Despite its key role in foreign trade performance, the president of Comce Noreste stressed that Mexico ranks 66th out of 141 countries in logistics infrastructure , according to the  World Bank ‘s Logistics Performance Index , reflecting the need to strengthen road investment; and added that the lack of investment in energy limits the establishment of new companies, since 91% report difficulties in electricity supply and 40% of industrial parks face problems with natural gas supply.

The organization indicated that Mexico faces significant challenges in trade facilitation and procedures, ranking 46th out of 141 economies in terms of waiting times for trade-related administrative processes . Therefore, the implementation of new requirements, such as the Mandatory Electronic Declaration of Value starting April 1, 2026, will increase the administrative burden and the demand for specialized talent, thus slowing down processes and raising costs and the risk of sanctions for companies.

“Given the shortage of specialized professionals, 95% of exporting companies already outsource part of their foreign trade and  supply chain operations . Under the new customs regulations, companies must have at least five employees with managerial-level customs experience, whose salaries average 51,000 pesos per month. Failure to submit the Declaration of Value or inconsistencies with the Customs Law can result in penalties ranging from fines of 80% to 120% of the commercial value of the goods, to the precautionary seizure of assets and the possibility of being referred to the Federal Public Prosecutor’s Office,” stated Cendejas Meneses.

The agency warned that streamlining procedures, strengthening logistics infrastructure, and developing talent in customs matters will be key to consolidating foreign trade as a regional and national economic engine.

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El cargo COMCE Northeast warns of risks to foreign trade due to infrastructure and talent deficit apareció primero en T21.

The lack of human capital training has become one of the main bottlenecks for the manufacturing industry in Mexico, particularly among micro, small and medium-sized enterprises (MSMEs), warned Claudia Valdés, director of Expo Manufactura , who cautioned that inequality in access to technical training and maintenance is directly impacting the competitiveness, productivity and growth capacity of the sector.

He explained that there is a significant gap in training levels depending on company size. While around 81% of large companies train their staff, only 3.7% of micro-enterprises do so, and in the case of SMEs, the percentage is around 44% .

This disparity, he said, has contributed to a talent shortage that has been accumulating over the past 15 years and that today limits the performance of up to seven out of every 10 manufacturing companies in the country.

“The lack of training not only affects the staff, it also translates into poor management of machinery maintenance. It’s like not servicing a piece of equipment: the problem isn’t always immediately apparent, but when it appears, the impact can be in the millions,” he pointed out.

Underestimating training has direct consequences for operations. Line stoppages, bottlenecks, missed deliveries, overtime, and unexpected machinery failures are some of the most common costs faced by companies that don’t invest in technical training or predictive maintenance.

Valdés explained that many companies continue to rely on corrective maintenance schemes , which are much more expensive than prevention supported by digital tools and constant monitoring.

“It’s not about the failure existing today, but about detecting in time one that could occur in one or two years. Avoiding that problem is what makes the difference,” he pointed out.

These operational risks are compounded by strategic costs: the loss of business opportunities, the inability to take on new projects, and the breach of contracts, factors that directly affect the reputation and financial viability of companies.

While Mexican manufacturing showed strong growth at the beginning of 2025, exceeding 20%, the pace slowed toward the end of the year, not surpassing 3% or 4%, according to the event’s outlook. This slowdown, Valdés explained, is linked to trade uncertainty with the United States, tariff issues, and the lack of clear definitions surrounding the United States-Mexico-Canada Agreement (USMCA), which has led many companies to adopt a “wait and see” approach .

At the same time, the industry is facing a talent shortage . The rapid growth of previous years absorbed a large portion of the available skills, and today there is a need to attract more people interested in joining the manufacturing sector to meet existing demand.

The director of Expo Manufactura sent a message to industry leaders: “The cost of not training today is too high, and opportunities don’t always come around . ”

“Losing projects or being unable to deliver due to a lack of training would be a great shame for companies,” he warned.

Expo Manufactura will take place from February 3 to 5 at Cintermex , Monterrey, Nuevo León, with free registration and access, as part of its commitment to strengthening talent and competitiveness in manufacturing in Mexico.

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El cargo Skills gap hinders manufacturing growth in Mexico apareció primero en T21.

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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El cargo Training people, not just processes: the new challenge of logistics apareció primero en T21.

In a company’s operations, change is not decreed, it is built , experienced and measured every day . This was the central idea addressed in the panel ” Enhancing Change from Operations” , organized by NUMAN Industrial Headhunting , where specialists agreed that transformation begins with purpose, security and close leadership.

In the case of Talma Perú , an airport services company, the COVID-19 pandemic forced it to rethink its corporate purpose.

“The first time, we did it from the top management, but it didn’t catch on. We decided to involve everyone: operations, administration, and management,” said Rosa Alburqueque , central talent manager at Talma.

The process took six months and spanned the company’s 19 stations, with fun workshops, trained leaders, and commitment murals, where each employee expressed how, in their role, they would contribute to the purpose.

But the most complex challenge came later with the accident rate , as the arrival of young talent and the high pressure of airport operations—noise, fatigue, long distances and tight schedules—incidents increased.

“That’s when we realized that it wasn’t enough to supervise; we had to work together,” the manager said.

The response was multidisciplinary working groups, integrating human talent, security, finance, and business units.  They went “on the field” to experience the operation, identify urgent problems, and prioritize solutions with clear timelines and metrics.

“This raises awareness and moves the needle. Today, it’s a model we’re replicating in other projects, such as staff rotation,” he said.

For Leandro Corino , Director of Operations at Aptar Latam, the key is being close to front-line leaders, not only to make decisions, but also to accompany them, provide support, and help them navigate conflicts within a company.

In their case, transforming town halls into interactive gatherings, with games, recognition, and thanks, has significantly improved the work environment.

The executive also defended the importance of combining hard indicators with a careful reading of workplace climate surveys.

“Sometimes an operator gives you, in a single sentence, the key to the problem that you don’t see in the KPIs (performance indicators),” he emphasized.

From a strategic perspective, Daniel Razo , founding partner of Supply Chain Cracks , a professional development platform in logistics, noted that every company needs a master plan across operations.

In that sense, when it comes time to implement significant changes, he recommended three steps : assemble multidisciplinary teams that contribute diverse perspectives, scale complex projects through pilot projects, and celebrate each milestone achieved.

“The celebration provides feedback and keeps the commitment alive,” Razo said.

The common thread running through all of these experiences is sustainable operational change that doesn’t rely solely on manuals or technology; it requires a shared purpose, genuine collaboration across departments, leaders prepared to listen and act , and the conviction that well-crafted communication is as important as any financial indicator.

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El cargo How operations are changing work culture in organizations apareció primero en T21.

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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El cargo Wage gap and reduced working hours affect competitiveness in the logistics sector apareció primero en T21.

In an environment marked by automation, digital transformation, the internationalization of services, and the impending reduction of the workday in Mexico , logistics and technology companies face a common challenge: attracting, developing, and retaining talent with technical skills, critical thinking, adaptability, and openness to change.

Today, more than specialists, they seek people capable of learning quickly, collaborating in multicultural environments, and staying relevant in a world where the only constant is transformation.

For Américo Flores , Director of Human Development at Onest Smart Logistics , the challenge begins with perception.

“Logistics has been viewed for years as the invisible part of the supply chain. We don’t have a logistics school as such, nor are we on the radar of young people as a sexy industry,” he noted.

This situation has become more critical in the face of direct competition with the manufacturing industry , which typically offers better salaries for workers and technicians.

“Today we are fighting for talent with a sector that has traditionally been stronger in its salary offerings and that also already has a place in the imagination of young people as a symbol of professional advancement,” he said.

Faced with this reality, Onest Smart Logistics has implemented internal training strategies, cross-training, and collaboration with technical schools to strengthen the dual educational model.

“The logistics operator of the future must understand automation, lean manufacturing (optimizing production), control systems, and even some basic programming. If we don’t prepare them for that environment, we’ll lose them,” Flores warned.

A similar view, albeit from a different angle, is shared by José Luis Guasco, partner responsible for the Consulting area at EY GDS Mexico .

This division is a global operation that exports professional services from Mexico to markets such as the United States, Canada, Europe, and Latin America.

“We are part of the knowledge industry. Our focus is on developing the best professionals, not only to serve the local market, but also to compete on a global stage,” Guasco explained.

EY GDS chose Mexico as its regional base of operations after analyzing factors such as talent availability, technological infrastructure, and proximity to key markets .

Today it has nearly 600 professionals in areas such as strategy, technology, advanced analytics, assurance, and quality, all working on projects for multinational clients.

“Multiculturalism is part of our daily work. We have professionals who work in English, but also in Portuguese, Italian, or French. Some even have to travel for weeks or months to collaborate directly with teams in the United States, Canada, or Europe. Therefore, in addition to technical knowledge, we look for people with resilience, proactivity, communication skills, and a desire to constantly grow,” he emphasized.

In this context, the approach to talent development is as important as its initial attraction.

EY GDS has built a mentoring model based on two key figures : one who guides new employees through their first 90 days, resolving basic questions, and the other who designs a personalized career plan with them, connecting them with project, technology, and industry leaders.

“We don’t expect someone to arrive with 100% of the necessary skills. If they have 60% or 70% of the necessary knowledge, we develop the rest with agile training programs and real-world project exposure. This accelerates their learning and prepares them to add value quickly,” Guasco commented.

On the other hand, Onest Smart Logistics works to reduce the learning curve through intensive practical training programs , where operators, supervisors, and technicians are trained in new digital tools and automated processes.

“Collaboration is essential. The ‘lone hero’ who saves the project in the last week no longer works. Today, we need constant communication, information sharing, and acting as a team from day one,” Flores added.

Mexico, still far from digital maturity, but with great potential

Despite the growth of digital initiatives, Guasco warned that only 1% of companies in Mexico have reached the digital maturity they set out to achieve, according to the report Digital Maturity in Mexico 2025 , prepared by EY in collaboration with the American Chamber of Commerce .

“This speaks to a great opportunity for Mexican talent and for companies like ours. There’s a huge need for professionals with skills in artificial intelligence, advanced analytics, cybersecurity, application development, and cloud infrastructure management,” he said.

In both logistics and technology, talent is the scarcest and most valuable resource. But it’s no longer just about knowing how to operate a machine or program an app; it’s about being able to learn quickly, collaborate in global teams, adapt to constant change, and have a holistic view of the business .

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El cargo The new war for talent: Logistics and technology compete for versatile and resilient professionals apareció primero en T21.

Daikin , an advanced air conditioning and heating solutions company, and incMTY , an innovation, business and investment platform in Latin America, announced that they will partner to train young professionals seeking to develop in the heating, ventilation and air conditioning (HVAC) industry, a commitment that responds to the growing demand for trained professionals in the industry and the current shortage of engineers in the sector.

Daikin said in a statement that this collaboration marks a significant milestone in its investment in the region and reinforces its commitment to strengthening the sector’s value chain.

For this reason, an office for the Mexico Engineering and Design Center (MEDC) will be set up in San Luis Potosí , a center that will promote the integration of young people in the development of products and optimization of engineering processes within the HVAC industry.

The MEDC will be located in the Entrepreneurship and Innovation Park of the ITESM San Luis Potosí Campus and this new work and collaboration space will be added to the infrastructure of the Daikin Campus in the state.

The investment in the MEDC amounts to $4.5 million , representing 1.5% of Daikin’s total investment in the state, as it also began construction of two new production plants in January 2023.

This development and innovation center will offer the student community access to cutting-edge resources and the opportunity to participate in innovative projects that will drive the development of new HVAC technologies.

The plants and engineering centers installed in San Luis Potosí are projected to guarantee  employment for nearly four thousand people by 2026 , of which 6.8% will be young interns integrated into the MEDC.

In addition to this initiative, Daikin and incMTY launched the AirTech Challenge 2024 , a program that invites entrepreneurs and startups to present their initiatives that identify and solve problems related to the HVAC industry and its supply chain through high-impact solutions.

This challenge was presented in July 2024 and due to the great interest shown by the young people who registered, the registration date has been extended until September 6, 2024.

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El cargo Daikin to Develop Training Center in San Luis Potosí apareció primero en T21.