What began in 2005 in Monterrey, Nuevo León, as a company focused on land transportation between Mexico and the United States, is today a global organization with more than 270 employees and a presence in strategic markets such as Europe, Asia and Latin America.

At The Logistics World Summit & Expo , in the conference How to build a company that crosses borders: a global expansion , Eduardo Haros, founder and CEO of Racing Cargo , shared the lessons, challenges and decisions behind the international growth of the company, which today operates on several continents.

Haros recalled that the first few years were marked by survival, a stage that most startups face.

“For the first five years, all you want is to survive. More than 90% of companies fail to do so,” he stated.

During its first decade, Racing Cargo focused on specializing in ground transportation within the framework of the then North American Free Trade Agreement (NAFTA), which allowed it to build a solid reputation in that segment. Subsequently, the company diversified its offerings to include maritime and air freight services, as well as comprehensive logistics solutions .

International expansion came after a decade of operation, driven not only by the pursuit of growth but also by a differentiating strategy. Instead of replicating the traditional path to the United States, the company opted to open its first office in Europe, specifically in Germany in 2016.

“I always looked for ways to make my company stand out. Why do the same thing as everyone else?” Haros explained.

The CEO stressed that global expansion is more complex today due to the geopolitical context.

In that regard, he emphasized the importance of assessing risks beyond business potential, considering regulatory, financial and operational factors, as well as preventing a new operation from affecting the rest of the organization.

The company has maintained a cautious approach, supported by more robust internal structures, such as legal, financial and data analysis areas, which today support decision-making.

The cultural factor, key to international success

One of the most important elements in Racing Cargo’s expansion has been cultural adaptation. Haros emphasized that many companies fail in their internationalization efforts because they ignore this aspect.

“Beyond opening an office or having bank accounts, the real challenge is understanding people,” he said.

From respecting local traditions to adapting work practices, the company has committed to genuine cultural integration in every country where it operates. This approach, it said, has allowed it to accelerate the establishment of new offices and strengthen relationships with local teams .

On a personal level, Haros shared that the company’s growth has been the result of discipline and constant reinvestment. During the early years, he chose to limit personal expenses to strengthen the business.

He also stressed the importance of separating personal finances from business finances and making decisions based on what is best for the company.

“What’s good for the company isn’t necessarily best for the individual. But if the company grows, you grow with it,” he pointed out.

After more than two decades, Haros considered that Racing Cargo has only just finished building the foundations of a global company.

“It’s not a sudden success. It’s 20 years of consistency, discipline, and small actions,” he said.

He stressed that internationalization requires not only strategy and resources, but also patience, resilience, and respect for the process.

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El cargo Racing Cargo is committed to specialization and strategic expansion apareció primero en T21.

Heineken Mexico implemented a transformation in its primary transportation model , combining logistics with concrete operational safety strategies, according to David Gallardo, the company’s director of warehouses and transportation.

One of the key adjustments was the strengthening of multimodal schemes. While trucking represents the majority of movement, 75% full and 20% single , the brewery increased its use of rail (up to 4%) and maritime transport (3%), as Gallardo explained in the last edition of The Logistics World 2025 .

This diversification responded to both cost reasons and operational sustainability objectives.

“Initially, the quality department was the first to question the use of rail. Today, it’s the first to promote it,” Gallardo said.

He also highlighted that, with adjustments to loading processes and defined patterns , they were able to maintain product standards, even on more complex routes.

In terms of security , the company operates under a management system based on the TPM (Total Productive Maintenance) model, which allows for the identification of root causes of incidents and the application of countermeasures without seeking blame, but rather immediate solutions.

This approach helps keep operating areas , such as warehouses, incident-free for years, Gallardo said.

In addition, the company designed warehouse layouts, implemented “zero pedestrian” zones, and uses an internal communications platform called “Superación 110,” which allows it to disseminate standardized safety messages to its more than 8,900 logistics employees , including forklift and transport operators.

Logistics provider management is also part of the operating model. Gallardo noted that they hold frequent meetings with their strategic partners, from the operational to the executive level, with the goal of harmonizing safety criteria, operational fatigue, and working conditions.

“Safety can’t be limited to a contract. If I require the operator to be alert, I can’t call them every 15 minutes,” he explained, referring to practices that create distractions and increase risk on the road.

He emphasized the importance of keeping operations up to date as consumption patterns change. “A 12-ounce can takes up more space than a small bottle. If we don’t take this into account, we lose storage capacity without even realizing it ,” he warned.

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El cargo Heineken Mexico strengthens its primary transportation for operational efficiency apareció primero en T21.

The insecurity in ground transportation in Mexico is alarming. To alleviate this situation, technology offers tangible solutions, according to Cristina Sánchez, Senior Manager of Pre-Sales Engineering at Samsara .

In the first six months of 2024, more than eight thousand cargo thefts were reported in Mexico. However, 87% of these incidents go undetected or unreported, which alarmingly increases the magnitude of the problem, as revealed by Sánchez during the conference ” The Impact of Technology and AI in Creating a Culture of Security ,” presented at The Logistics World Summit & Expo 2025.6

The specialist explained that 56% of the country’s Gross Domestic Product is linked to physical operational activities, such as transportation and logistics, making it essential to ensure their efficiency, sustainability, and safety.

According to Sánchez, the only way to do this in the face of a context of growing insecurity, shortage of operators, and rising logistics costs is through the strategic use of technology .

In his speech, he referred to the 12,099 road accidents recorded in the country in 2023. He said that 66% of these accidents were attributable to preventable causes , primarily driver distractions or recklessness , which represents an opportunity for concrete intervention.

In urban and suburban areas the situation is even more critical: more than 380,000 accidents were recorded during the same year, and in 96% of the cases it was concluded that they were preventable .

” What are we going to do about it? ” Sánchez asked, emphasizing that technology already makes it possible to detect this type of behavior and take action before it leads to an accident.

Among the solutions highlighted by Samsara are AI-powered dash cams , which not only record the road ahead but can also detect risky behaviors such as cell phone use, not wearing a seatbelt, or looking off the road. These cameras also identify external events such as lane invasion or potential head-on collisions.

In addition, Samsara promotes the use of personalized virtual training sessions , designed based on data obtained directly from the units. This way, each operator can receive specific feedback on their driving habits and learn specific areas for improvement, without having to physically attend a classroom.

“Every driver is different, and current technologies allow us to tailor training to individual needs,” Sánchez explained.

Sánchez shared several examples, with real-world figures, on the implementation of disruptive security technology:

• Several companies in the freight transport sector have implemented cameras, telemetry, and a driver app in their vehicles , allowing them to reduce false positives in their safety protocols by 90% .
• Companies saved more than 100 man-hours annually by eliminating manual processes after digitizing their workflows with Samsara.
• Thanks to monitoring, companies have seen a 40% improvement in performance .

Additionally, in a recent Samsara study of more than 1,500 operational leaders worldwide , 100% of respondents reported positive benefits from implementing technology solutions in their fleets.

The most notable changes were a 45% improvement in safety indicatorsand a 42% increase in workforce productivity .

At the local level, the trend continues. Sánchez noted that at least 50% of operations leaders in Mexico are already adopting these types of technologies , as part of a necessary transformation in the industry.

The platform has also demonstrated its capacity for large-scale impact. According to its figures, in one year, Samsara prevented 200,000 road accidents, digitized 230 million workflows, and generated 10 billion data points.

Furthermore, the estimated return on investment for customers who adopt these solutions is approximately eight times the initial investment .

Sánchez acknowledged that one of the main challenges companies face is staff resistance to change , especially when monitoring elements such as cameras are introduced.

For this reason, Samsara proposes integrating training from the first day of joining the company and clearly communicating that the goal is not to monitor, but to protect, train, and retain talent.

“What we want is for drivers to feel supported. If they feel cared for, they’ll stay,” Sánchez said.

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El cargo MOST TRANSPORT ROBBERIES GO UNDETECTED: SAMSARA apareció primero en T21.

While large companies allocate an average of 9.7% of their income to logistics operations, small businesses face expenses almost double: 18.8% , a difference that is mainly due to the use of own resources, less operational flexibility and low technological adoption, according to the Logistics Pulse Meter 2025 .

At The Logistics World Summit & Expo , the results of this collaborative study were presented, providing a detailed snapshot of the logistics environment in Mexico.

The report, the result of the joint work of 10 leading organizations including Alvarez & Marsal , the Mexican Association of Freight Forwarders (Amacarga) , the  National Council of Logistics and Supply Chain Executives (Conalog) and GS1 Mexico , reflects the structural challenges of the sector and calls for its urgent transformation.

“Mexican logistics is at a turning point. In a competitive, uncertain, and constantly changing environment, companies that commit to modernization, sustainability, and data-driven decisions will be better prepared for the challenges we face in Mexico and will be able to capture greater growth opportunities,” said Luis Gómezchico, Performance Improvement partner for Alvarez & Marsal Latin America North.

According to experts, the profound disparity in logistics costs between small and large companies is primarily due to the use of internal resources, less operational flexibility, and low technological adoption.

In the study, regarding digitalization , 66% of large companies have prioritized digital transformation through advanced tools such as ERP, TMS, or WMS. In contrast, many SMEs still operate with basic technologies, such as Excel, paper, or limited software, which hinders their competitiveness.

The report also noted that more than 90% of large companies meet high service level standards, while one in four SMEs (25%) don’t even measure this indicator . The main causes of poor performance in this area are sales forecast errors, lack of infrastructure, and insecurity.

The experts emphasized that the study reveals that 85% of large companies obtain their inputs through international trade agreements, taking advantage of economies of scale.

In contrast, 78% of SMEs do so through the national supplier ecosystem. This presents a strategic opportunity to promote local sourcing and thus reduce external dependencies, mitigate risks, and boost the domestic economy.

Another critical aspect identified is the low investment in talent development. More than a third of SMEs do not allocate any budget to training , and the majority of large companies allocate less than 10 percent. This negatively impacts operational efficiency and limits the ability to adapt to market challenges.

Regarding diversity and inclusion, although female participation in the logistics sector has increased, only one in four women hold a managerial or higher position , demonstrating the need to promote their leadership in the sector.

“These data confirm what many of us suspected: logistics in Mexico is at a turning point. We face structural challenges that we can no longer postpone, but we also face a great window of opportunity to reinvent ourselves and collaborate,” said Sandra Aragonez, president of Conalog.

Furthermore, the Pulsómetro invited the adoption of a PACT based on five pillars:

1. Strategic planning .
2. Operational agility .
3. Collaboration between logistics actors.
4. Talent Development .
5. Digital Optimization with intensive use of technology.

With the participation of 441 companies , 351 logistics service users, and 90 suppliers, the Logistics Heart Rate Monitor 2025 is positioned as a key tool for understanding the current state of the sector and making informed decisions for its evolution.

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El cargo Heart Rate Monitor 2025 exposes logistics gaps between SMEs and large companies apareció primero en T21.