“Worry about what you can control” is the premise that defines the resilience with which logistics leaders have navigated the uncertainty generated by the current situation, marked by geopolitical changes and protectionist measures in global trade , which, far from stopping the flow of goods, have reconfigured supply chains towards a regionalization model

In the panel “The Art of Leading in the Storm of Uncertainty ,” within the framework of “The 100+ Influential Figures in Transportation and Logistics ,” specialists pointed out that Mexico has overcome tariff uncertainty by becoming the largest supplier to the United States.

In December 2025 alone, Mexico consolidated its position as the main trading partner of its northern neighbor, registering an  exchange of goods worth 70.521 billion dollars , according to data from the  United States Census Bureau .

Given this scenario, the panelists agreed that dependence on Asia must be reduced, taking advantage of the geographical proximity to the United States and the capacity of Mexican manufacturing to strengthen the North American bloc , especially in the upcoming review of the United States-Mexico-Canada Agreement (USMCA) .

Innovation and agility: facing uncertainty in maritime transport

In that context, Diana Cadena , commercial manager of Hutchison Ports ICAVE , and Víctor Monroy , general manager for Mexico and Central America of MSC , spoke from their experience in the maritime sector, highlighting the importance of innovation and agility in port operations.

Cadena cited Bahía Norte in Veracruz as an example of innovation, noting that it was the first joint venture between a port authority and a private company in Mexico. “Without this vision, this joint venture, the port of Veracruz wouldn’t be able to receive the ships it does today. Proof of this is that in January of this year we received the largest ship to ever enter the port, measuring 350 meters in length,” he explained.

He explained that port infrastructure has demonstrated that innovation is the engine of profitability and recalled that the Veracruz terminal went from handling 70,000 TEUs (20-foot containers) in 1995 to more than one million TEUs annually today, attributed to an operational discipline that integrates sustainable technologies, such as electric cranes and automated systems, to compete in the global market.

He also considered that the cost of logistics must be understood, since a plant shutdown or disruption can generate large economic losses

Monroy emphasized that uncertainty is a factor that is always present in logistics and other areas, such as politics, and that the best way to counteract it is for shipping companies to be flexible and agile in responding to the needs of the sector.

“We need to be able to respond quickly to the new needs that a market generates. Despite all the geopolitical issues of last year, despite the issue of tariffs, world trade did not stop, it did not stall, it even grew,” Monroy emphasized.

He said that when flows from Asia to the United States slowed considerably, those flows began to migrate to other markets, “and we were able to mobilize our fleet, so that those markets that needed that support were served in an agile and rapid manner.”

The railway sector and its opening to other markets

In the railway sector, uncertainty has worked in its favor, as it has opened up new niches and shifted from a globalized approach to one focused on regions.

Oscar Del Cueto , president of Canadian Pacific Kansas City (CPKC) of Mexico , stated that the railroad presented an opportunity for new markets, such as the one from Canada to Mexico.

“Today we are creating this ‘ land bridge ,’ as we call it. We transport products from Canada across the United States, they pay us tariffs, they pay us taxes, and we reach a new market that didn’t exist in Mexico and where there is demand. We are talking about grain, wheat that we are bringing from Canada to the Mexican market, passing through the United States without any problem, because we have this connectivity network,” he explained.

Other products include LP gas and plastics. We are also shipping household appliances made in our country via rail. The automotive market, where we already had some shipments from Mexico to Canada, has now grown. So, I think there are opportunities. This is the world we live in; there is a lot of uncertainty, but I believe it also presents us with opportunities.

He emphasized that the railroad is entering markets traditionally dominated by trucking, such as refrigerated goods , by leveraging the network that connects the three USMCA countries. The goal is to make the border between Mexico and the United States as efficient as the one between the US and Canada.

He asserted that to overcome uncertainty, one must focus on what can be controlled to strengthen the North American bloc.

“Worry about what you can control, don’t worry about what you can’t control. There’s a lot out there that we can’t control, but there are things that we can. The flows don’t stop; what can change are the markets,” he pointed out.

Road transport, with structural challenges

According to the National Association of Bus, Truck and Tractor-Trailer Manufacturers (ANPACT) , more than 80% of the goods that move in Mexico travel by road, making road transport the backbone of the national economy.

In that context, Raúl Monroy , president of Grupo TMS (Transportes Monroy Schiavon) – number 12 in the Top 100 of Motor Transport® – considered that, although motor transport is a key factor for products to reach their destination efficiently and safely, this sector faces critical structural challenges to absorb regional growth.

In that regard, he warned that there is a limited road infrastructure , which is compounded by a shortage of operators, which could hinder economic development.

According to the National Chamber of Freight Transportation (Canacar) , Mexico has a shortage of more than  90,000 operators —which keeps the same number of tractor-trailers idle—a situation that could worsen in the coming years, since if the trend continues, by 2028 the figure could exceed 110,000 operators.

He warned that another problem in the sector is the constant disruptions at toll booths, which increase transit times by 20 to 25 percent. These “hidden costs” reduce operator productivity and the utilization of equipment.

Monroy also pointed out that regionalization represents a great opportunity for transportation in Mexico. “The United States and Canada are our main trading partners, and Mexico has now become the United States’ main trading partner, so this will inevitably impact us with more movement, new challenges, and more routes.”

For his part, Jorge Machuca , leader of the Latin American Engine Segment at Cummins , stressed the importance of constant dialogue with the federal government to resolve critical infrastructure problems, such as the saturation of Highway 57 – which runs through much of Mexico, from the border with the United States in Piedras Negras, Coahuila, to Mexico City – and to define a path towards decarbonization.

In this edition of The 100+ Most Influential People in Transportation and Logistics , the message was clear. Leaders in the logistics sector agreed that supply chains must transition from reactive to predictive and forward-looking management models, with supply chains becoming increasingly regionalized, in a clear effort to strengthen and boost the North American bloc.

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El cargo Resilience and regionalization: logistical reconfiguration in the face of global uncertainty apareció primero en T21.

In the logistics industry, talking about digitalization is no longer an option, but a necessity. However, true transformation occurs when technology adapts to the operation and not the other way around, as explained by César Galindo, Director of Technological Solutions at Onest Smart Logistics .

Galindo shared how the company has gone from using Excel spreadsheets to developing its own systems that now manage millions of daily transactions, with a focus on security, flexibility, and empowering its team .

“Everyone talks about Artificial Intelligence (AI) and big data , but the real challenge is identifying what’s useful and what isn’t. Our customers’ information is precious, and if we upload it to a cloud without control, it can become a risk. For us, the priority is ensuring data security and governance,” he explained.

The company’s evolution has been what its director calls an “organic” process. Like most operators, they started with Excel to control small warehouses, but as they grew into larger warehouses, which today total more than 600 thousand square meters (m2) in Mexico, and thousands of SKUs (code that identifies a product), it was necessary to design a custom solution .

The company decided to invest in developing its own management system, One System , built from the ground up based on its processes, allowing them to respond to the specific needs of each client.

“We don’t depend on third parties. If they ask us for a different arrangement, we do it. Flexibility is key,” Galindo noted.

The company currently operates with Oracle databases in the cloud, with redundancy in Mexico and the United States.

This way, operations remain online even in the event of contingencies, complemented by a robust cybersecurity framework that includes AI filters, facial recognition, geolocation, and biometrics for warehouse access.

On the other hand, far from the view that automation replaces personnel, Onest Smart Logistics seeks to make technology an ally.

“We want to empower our people to work faster, more accurately, and at a lower cost. AI and digital systems are a support, not a replacement,” Galindo emphasized.

To this end, the company has implemented key innovations in its operations, such as real-time dashboards for managers and customers, allowing them to view orders, productivity, and fulfillment times.

Additionally, as part of facilitating the work of its employees and operations, it is in the process of incorporating glasses with vision and voice that provide instructions to operators and allow them to work hands-free.

In addition, it is beginning to use image-recognition drones for inventory , which incorporate software developed by the company itself.

The company’s technological vision focuses on the strategic integration of hardware , software , and artificial intelligence, with a guiding principle of data security and reliability.

“The future of logistics lies in real-time information and the ability to adapt to the extreme customization that consumers demand. Our role is to ensure that customers receive secure, flexible, and scalable solutions,” Galindo emphasized.

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It was at the end of 2022 when Scania delivered the first ones to Transportes Monroy Schiavon (TMS) , and this commercial link that has transcended into a strategic alliance, today translates into just over 400 units of the Swedish brand that have the TMS logos and that travel a large part of the national territory.

Jorge Navarro, commercial director of Trucks & Buses at Scania Mexico, acknowledged that TMS ( number 10 in the Top 100 of Autotransporte® ) was the first customer in Latin America to receive the Scania Super , Scania’s highest evolution in diesel engines, and that among its qualities is the improvement in fuel efficiency by at least 8% compared to the previous generation.

“We continue to make roads safer and more traffic-friendly, providing the best European technology so that operators can also operate more sustainably,” said Jorge Navarro.

Although the first unit was delivered in 2022, the relationship between Scania and TMS began in 2021 when Raúl Monroy Otero, CEO of TMS, connected via LinkedIn with Alejandro Mondragón, President and CEO of Scania Mexico, with the goal of gaining insight into and learning about Scania’s technologies.

Alejandro Mondragón himself recalled that when he took over as general manager of the Swedish brand in Mexico, he reviewed the Top 100 Autotransporte® to find out which fleets they worked with, and that’s where TMS was identified.

Raúl Monroy Otero, CEO of TMS, emphasized that the relationship they began almost four years ago has demonstrated their alignment on various values, such as innovation, a vision for the future, and support from both the sales and maintenance departments.

Along the same lines of values, Raúl Monroy Reus, president of TMS, emphasized that in addition to innovation and safety, TMS shares Scania’s values ​​of commitment, “and I believe that this results in something positive like what’s happening today, (especially) in difficult times like these. The most important thing in all of this is the professional relationship we’ve built with Scania.”

Based on information shared by Raúl Monroy Otero, with more than 400 units in TMS’s fleet, Scania is already the carrier’s main supplier of power units, accounting for just over 30% of the total fleet and with a growth outlook.

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El cargo TMS receives Scania’s 400th unit; it is the leading truck supplier. apareció primero en T21.

SAN JUAN DEL RÍO, QRO.- Rest has stopped being a luxury and has become a safety factor, as Raúl Monroy, general director of Transportes Monroy Schiavon (TMS) , made clear , acknowledging that the origin of many of the industry’s problems lies in the lack of rest for operators.

Being sleepy or sleeping inadequately , he warned, not only deteriorates health, it also opens the door to harmful practices such as substance use to stay awake.

“We have a sick industry, unfortunately,” said Monroy during the 9th National Road Safety Congress , organized by the  National Association of Private Transportation (ANTP) .

He explained that, to avoid situations resulting from operator sleep deprivation , TMS has restricted unnecessary nighttime trips by more than 85%, in addition to relying on technology to stop operators in time and give them a chance to sleep.

The magnitude of the problem became evident when recalling that in 2024, 374,949 traffic accidents were recorded in urban and suburban areas, with a balance of 4,666 fatalities and 85,985 injured people, according to data presented by Marcelo Casillas, moderator of the panel and representative of La Corona Soap Factory .

He said that more than 70% of these accidents are directly linked to the operator’s condition, primarily due to fatigue.

Regarding the medical perspective on this issue, Lizbeth Garduño Estrada, Primary Distribution Health and Wellness Coordinator at Coca-Cola FEMSA , noted that the circadian cycle (a natural process that influences sleep) should be the basis for any travel planning.

Based on his experience, he emphasized that interrupting nighttime rest has immediate effects on operators’ alertness and reaction time. To prevent risks, Coca-Cola FEMSA implements cognitive fatigue tests (PBT), similar to those used on Formula 1 drivers, capable of measuring reaction times and determining whether an operator is fit to operate.

With these protocols, the company estimates a 25% to 35% reduction in workplace and road accidents. “Today we monitor the truck with GPS, but what about the person?” he asked.

Technology was the central theme of Claudia Sánchez, Account Executive at Samsara , who emphasized that her role is not just to monitor, but to support. “Operators are heroes without capes who risk their lives every day to keep us on the table,” she stated.

From this perspective, Samsara seeks to provide real-time visibility into what’s happening behind the wheel: driving time, signs of fatigue, lane departures, or alerts that enable immediate decision-making.

The goal, he explained, is to reduce the administrative burden, structure more effective training, and, above all, ensure operators feel supported by tools that protect their safety and that of their families.

The debate made it clear that Standard 087 (NOM-087-SCT-2-2017, which regulates the hours of service and rest for federal truck drivers in Mexico) is just the starting point.

Raúl Monroy acknowledged that compliance also depends on customers and merchandise owners, who must respect loading and unloading schedules so as not to put undue pressure on operators.

“This isn’t just an industrial issue; it’s a social issue. The more operators are aware of road safety, the safer our families’ transportation will be,” he emphasized.

For her part, Lizbeth Garduño stated that self-care and medical empathy are key to breaking the monotony and detecting problems early, from addictions to chronic conditions.

“If an operator has a financial or family problem behind the wheel, it also affects their performance,” he noted.

Claudia Sánchez emphasized that technology can be the bridge that connects all actors in the chain—doctors, businesses, and transporters—to design safe travel plans , reduce risks, and improve the quality of life for those who travel the country’s roads.

The panel concluded with a consensus: integrating health, transportation, and technology is not optional; it’s the only way for operators to operate safely, and for compliance with operating hours to translate into fewer accidents and more safe lives on the road.

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El cargo When there is no rest, the road takes its toll apareció primero en T21.