Daimler Truck Mexico announced the implementation of a new organizational structure in its commercial areas, with the goal of strengthening operational agility, optimizing decision-making, and reinforcing closer relationships with its customers in the country

The reorganization is based on three strategic pillars: Customer Face, Operations and Strategy , which will serve as the foundation of its business operations.

In this new structure, the Customer Face division will be headed by Claudio de la Peña and will consolidate the main points of contact with the market by integrating the areas of unit sales, parts, and service. The goal is to offer a more personalized customer experience and a comprehensive solution to meet the operational needs of the sector.

Meanwhile, the Operations department , led by Perla Verdi , will focus on optimizing internal processes, systems, and dynamics. This area will seek to bring greater clarity and speed to daily operations, with a direct impact on operational efficiency and business profitability.

Meanwhile, the Strategy department , headed by Jorge Vargas , will be responsible for aligning the company’s current priorities with its long-term vision, as well as promoting strategic initiatives that strengthen its position within the transportation industry in Mexico.

According to the company, this organizational evolution seeks to strengthen internal collaboration and consolidate its value proposition to customers and business partners, in a context where the trucking industry faces constant changes.

“Today we are taking a step that will mark a turning point in our history. This new structure will allow us to make decisions more quickly and collaborate based on trust to strengthen the business,” said Marcela Barreiro, President and CEO of Daimler Truck Mexico .

With this reorganization, Daimler Truck Mexico seeks to strengthen its ability to adapt to market challenges and capitalize on new growth opportunities within the transportation industry.

Main image taken from the Daimler website .

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The repair and maintenance of heavy vehicles faces a structural challenge: dispersion of the vehicle fleet, multiple configurations per fleet , and extended times in locating spare parts, as explained by Natalia Salcedo Franco, CEO and founder of  Pitz

The specialist said that unlike other segments with greater standardization, in the trucking industry different brands, models and generations coexist within the same company, which complicates parts compatibility and inventory planning .

In that environment, the operation of the workshop —whether for cargo, light vehicles or motorcycles— usually depends on manual searches, calls to different suppliers and technical validations that can prolong the immobilization of the unit.

Fragmentation in diagnosis, quoting, and spare parts purchasing directly impacts repair times and cash flow .

Although the universe of formal workshops in Mexico exceeds 240,000 economic units, the digitization of the repair link advances at different rates, particularly in the independent segment.

In this context, Pitz proposes a model that integrates diagnostics, quoting, and parts purchasing within a single digital workflow. Using data such as the VIN or license plate, the platform verifies compatibility before generating the order and connects with suppliers connected to the marketplace, Salcedo said.

The model does not include its own storage infrastructure . The operation involves acting as an intermediary between suppliers and workshops, while logistics and warranty conditions depend directly on each distributor, Salcedo explained.

The structural challenge remains significant. Although vehicle production incorporates increasingly advanced technology, maintenance—particularly in the freight transport sector—continues to rely on dispersed processes, manual validations, and fragmented supply chains .

The viability of this type of platform will depend on its ability to adapt to a market with high fleet heterogeneity, tight margins, and decentralized operation.

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The proposal to reduce the workweek from 48 to 40 hours is progressing as one of the most relevant labor reforms of the current six-year term, but its implementation poses specific challenges for sectors such as transportation and logistics , warned Diego García Saucedo, managing partner of García Velázquez Abogados and member of the Mexican Academy of Procedural Labor Law

Beyond the widespread perception that the change will not occur until 2030, García Saucedo clarified that the federal government’s initiative proposes a gradual implementation . According to the planned political roadmap, the constitutional reform would be officially presented on February 5th and, after its legislative process, could be published on May 1st. The first reduction in working hours would take effect on January 1, 2027 , with a decrease of two hours per year until reaching 40 hours per week in 2030.

In an interview with T21, the lawyer emphasized that this is a constitutional reform, which implies subsequent adjustments to the Federal Labor Law . He also considered its approval highly likely, given that it is an initiative promoted as a political platform in favor of workers, making it difficult for legislators to vote against it .

From the perspective of transport and logistics , one of the most impactful points is that, unlike previous initiatives, the current proposal does not change the structure of six working days for one day of rest.

Although the maximum workday would be 40 hours, these could still be distributed over six days through agreements between the worker and the employer, which represents a first element of conciliation for sectors that operate continuously.

However, García Saucedo warned that one of the new obligations included in the initiative could create operational complications: the requirement to implement attendance control systems. While the text does not explicitly mandate a traditional time clock, it does establish the need for a mechanism to record hours worked, which leaves a wide margin for interpretation.

For activities with high mobility, such as freight transport , this obligation is especially complex. “They’re not considering operators or workers whose workplace isn’t fixed,” he explained.

Unlike teleworking, where the work tool is a device with an internet connection, many operators spend long days on the road without the possibility of electronically recording the start and end of their workday in real time .

In this context, the specialist considered that the initiative does not distinguish between sectors with very different operational realities, which could generate legal risks . One of them is the reduction of the overtime limit: currently up to 18 hours per week are allowed, while the proposal sets a maximum of 12 hours, with a cap of three hours per day

In the transportation sector, where external factors such as accidents, blockades, or logistical delays are beyond the control of the operator and the company, this new limit could become a source of conflict. Even if overtime is paid according to the law, exceeding the limit could lead to penalties or more severe labor inspections.

García Saucedo noted that recent reforms related to labor exploitation have incorporated criteria that could lead to criminal liability. In this regard, he warned of the risk that inadequate monitoring of working hours could become a tool for pressuring or extorting employers , especially in labor-intensive sectors.

The impact would be greatest for micro and small businesses , which account for nearly 80% of formal employment in Mexico. In the trucking industry , this reality is reflected in the high proportion of small companies, whose operating margins are limited and which already face increases in labor, tax, and social security costs.

From his perspective, a blanket application of the reform could incentivize informality by making it more difficult for small transport operators to maintain regulatory compliance. He also contrasted the Mexican case with international experiences, such as South Korea, where the reduction of working hours included sectoral exceptions after consultations with workers and employers, something not seen in Mexico’s current proposal .

Given this scenario, García Saucedo recommended that trucking companies begin preparing now. Among the priority actions he mentioned were reviewing contracts, internal regulations, and compliance programs , as well as evaluating technological systems that allow for monitoring schedules, routes, and operating times.

“There will be some adjustments along the legislative process, but the essence won’t change: the reduction will come,” he concluded. For transportation and logistics, the challenge will not only be adapting to fewer hours, but doing so without compromising the operational viability of a sector that is key to the economy.

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