Before beginning its expansion process, Transportes Industriales Unidos (TIUSA) focused on something less visible, but crucial: getting its house in order. This translates into having a good infrastructure, established processes, a competent team, operational discipline, and a solid culture capable of withstanding the dynamic cycles of the logistics market.

That was the foundation that allowed the company to navigate periods of economic contraction and slowdown during the COVID-19 pandemic without losing its way, Raúl Camacho Reyes, the company’s general manager, told T21.

TIUSA’s story formally began in 1998 , during a boom in the trucking industry. At that time, the company started operations with five double-trailer dry van trucks. Growth was rapid, and by 2007, the fleet had reached 100 units.

When the market changed, that moment marked the need to review processes and strengthen operations.

“When there is abundance, many inefficiencies are covered up. When the crisis arrives, they all come out,” Camacho explained.

Starting in 2008, TIUSA began a second stage , marked not by expansion, but by a radical restructuring: professionalizing the operation, consolidating a solid base of top clients (AAA), establishing policies and refining processes, forming a team aligned with an organizational culture and the new way of working.

For a decade, the company maintained a similar fleet size, but made progress in renewing units, reducing the average age and strengthening key areas such as maintenance, diesel control and safety.

That period laid the foundation for a third stage, which began in 2018 , when the company already had a more solid structure to grow in an orderly and strategic way , based on a renewed organizational philosophy, but full of high-impact values.

That planning was key to facing the pandemic. Although operations contracted by around 10%, TIUSA managed to remain stable and subsequently took advantage of the market rebound to grow as an organization.

Between 2020 and 2024, the fleet grew from 120 units to over 200, reaching more than 220 units today, including full and single units, with an average age of 2.8 years, the lowest in the company’s history, according to Camacho Reyes.

This growth was accompanied by a diversification of its services. TIUSA added 53′ dry van trailers in 2019 and, in 2022, curtain-sided trailers, in response to new customers and increased demands for service and safety levels . This same focus led the company to seek certifications that validated the work performed over the years.

In 2024, TIUSA obtained ISO 9001 certification in quality and in 2025 it finished the year with ISO 39001 certification in road safety, being part of a select group of transport companies with this distinction, at the same time, the company is preparing to move towards C-TPAT certification as part of its long-term strategy.

“A quality system does not seek perfection, it seeks conformity and continuous improvement,” Camacho Reyes pointed out, explaining that these certifications have become a tool to identify risks, correct at the root and strengthen the relationship with clients.

Currently, the company operates with its own infrastructure, consolidated administrative and operational areas, maneuvering yards and a training academy for operators, generating around 360 direct jobs among operators, technical-operational and administrative staff, and is also a promoter of gender equality, having female operators on its staff.

However, the current environment presents new challenges. The market slowdown in 2025 forced TIUSA to strengthen its sales department and diversify its client portfolio. Since last August, TIUSA has added more than 15 new clients to offset the decline in certain sectors and maintain its fleet occupancy.

Looking ahead to 2026, the focus is not on rapid expansion, but on stability. “The goal is to end the year strong, not to talk about abundance,” Camacho stated.

To achieve this, the company set three priorities: operating its entire fleet with the necessary operators, improving profitability by focusing on the most productive routes, and optimizing costs through strategic purchases and operational control .

On the operational front, TIUSA is moving towards export-related services, particularly routes to Ciudad Hidalgo, Tapachula, and Nuevo Laredo, as a stepping stone to cross-border operations. The vision is to grow gradually, without compromising the structure the company has taken years to build.

Internally, organizational culture remains a central focus . Camacho summarized the company’s philosophy in a concept that is often repeated among employees: “TIUSA Attitude ,” as well as the real-life experience at all levels of the company of its five values: commitment, effectiveness, leadership, passion, and safety .

“What has allowed us to grow, and what we have always been proud of, is having a solid, consistent team that is connected to the company,” the executive concluded, convinced that, in a sector so exposed to cycles and risks, the difference lies not only in the size of the fleet, but in the people who make up the structure and support it.”

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El cargo Infrastructure, a strong culture, and operational discipline build the path for TIUSA apareció primero en T21.