They no longer want to be treated as operational filler or as bargaining chips in labor negotiations. The staff are tired of propping up stagnant structures, of masking inefficiencies with job security. And I understand them.

I’ve spent years working in the supply chain , where every minute counts, every decision has consequences, and every mistake has ripple effects. I learned that time isn’t managed, it’s designed. It’s not about having more hours, but about knowing what to do with them. And now, with the proposal to reduce the workweek to 40 hours, that truth has become urgent.

Faced with imminent change, we must first understand that Mexico is one of the countries with the longest working hours per year, according to the Organization for Economic Cooperation and Development (OECD) . More than 2,100 hours per person. But it is also one of the least productive . This isn’t a contradiction if we think about it carefully; it’s a sign. Something isn’t working, and it won’t be fixed with more time, but with a better strategy.

Reducing working hours isn’t just a legal adjustment. Now it needs to be approached as a profound reconfiguration. In logistics, when cargo space is reduced, merchandise isn’t eliminated: packaging is optimized, routes are redesigned, and essential items are prioritized . With this same process, it’s even better if we focus on time. Fewer hours don’t mean fewer results; they mean smarter decisions.

I know this presents a challenge for many companies: costs, reorganization, fear of losing competitiveness and profitability. However, from another perspective, it’s an opportunity to review what truly generates value. Are we measuring productivity or simply presence? Are we rewarding impact or burnout?

A Stanford study made it clear: after 50 hours a week, productivity plummets . And after 55, it simply collapses. I’ve seen it in teams that burn out without making progress, in processes that are pointlessly repeated, in metrics that celebrate effort but ignore results.

Efficiency isn’t measured by the clock. It’s about intention. For this particular sector, every minute counts; however, not all minutes are created equal. A key point is knowing which minutes multiply value and which ones simply consume energy.

Reducing the workday won’t be profitable if we continue to measure productivity by time spent at work. It’s time to redesign the logistics of time management. To stop thinking of hours as blocks to be filled, and start seeing them as units to be invested. Because in this new economy, every hour must be an investment, not an expense.

Yes, the hours are on a diet; but the important thing is to take them to the gym, replace fat with muscle, modify their “nutrition,” and increase their energy. To achieve this, we can’t just work the same way and think everything will be different. We have to execute differently : eliminate repetitive activities, train our teams, and invest in tools that make our employees more efficient and less worn out. It’s not about changing a machine; it’s about keeping it well-oiled.

The authorities will likely drive this transformation, but the real question is: what are you doing to make every hour count?

I invite you to read my previous column: When the chain stopped being a line .

*David Lati is currently Chief Revenue Officer at  LDM .

Comment and follow David through  his LinkedIn account .

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El cargo Time is on a diet; let’s take it to the gym apareció primero en T21.

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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El cargo 40-hour workweek: a challenge facing the trucking industry apareció primero en T21.