Mexican logistics faces a paradox: while the country is positioning itself as a strategic hub in global supply chains, the pool of specialized talent is not growing at the same pace . The debate is no longer just about whether more infrastructure or technology is needed, but whether the human capital capable of operating these systems with sound judgment, efficiency, and regulatory compliance is being developed.

During the panel “Logistics and People: How to Retain the Most Valuable Asset in the Supply Chain ,” organized by the #SoyLogístico Association , it became clear that the talent shortage is no longer a temporary situation. “The competition isn’t between companies, it’s between supply chains… and who makes this happen? Human capital,” stated Exie Moscoso, director of the Institute of Postgraduate Studies in International Trade (IEPCI) .

The diagnosis is clear: the lack of qualified professionals has become a structural threat. Logistics cannot be conceived without foreign trade and regulatory compliance, and both demand specialists capable of anticipating, planning, and resolving issues. Today’s market requires practical, immediately applicable knowledge that allows professionals to cope with fluctuations in demand, tax reforms, and a digitalization process that is outpacing traditional curricula.

Mauricio Barrientos, a professor at IEPCI, noted that formal specialization in these subjects is relatively new . “Twenty years ago there was no master’s degree (focused on logistics); we’ve only been seeking specialization in these areas for a very short time.”

This historical gap explains why many companies still struggle to find talent with technical depth in foreign trade and integrated logistics.

From the operational front, Alberto Castillo, Deputy Director of Warehousing and Foreign Trade at Grupo México Transportes (GMXT) , indicated that companies’ failure to train their staff has three costs: turnover, inefficiency, and legal risk . Filling a vacancy can represent between six and nine months’ salary; an error at customs or with taxes can lead to penalties, program cancellations, or irreversible losses.

“The most expensive tax for companies is the tax of inefficiency,” he warned.

The debate also debunked the idea that salary alone retains talent. Claudia Patrón, Director of Logistics and Supply Chain at the Ministry of Economy , was clear: “Your competitor can offer you the same salary… companies should invest more in professional development .”

In a context of constant reforms to the Customs Law and the tax framework in Mexico, continuous updating is not optional; it is a condition for business survival .

Following this logic, the Ministry of Economy launched a program last year called Logistics Route , a strategy that stems from a worrying reality: more than 80% of micro, small and medium-sized enterprises (MSMEs) lack formal clarity on what a supply chain is and how it works.

The program began with 13 training modules and 33 volunteer specialists. The response exceeded expectations with 10,200 participants, but only 4,000 of them completed the program . Now, it is evolving toward competency standards and micro-credentials that aim to certify specific skills within the sector.

The intention is clear: to integrate logistics and foreign trade as a single productive ecosystem and to raise the technical level from the business base.

Artificial intelligence can automate tasks, but it doesn’t replace judgment or the ability to interpret regulations. That judgment is built through continuous training.

The message from the panel is uncomfortable, but necessary: ​​Mexico will not lose competitiveness solely due to a lack of infrastructure, but rather due to a lack of skilled talent to operate it . Professionalization is not an expense; it is the investment that determines whether a supply chain will be resilient and profitable, or vulnerable to the first mistake.

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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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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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