The Mexican logistics industry is facing a perfect storm combining a shortage of specialized talent, high turnover, internal wage gaps, and new regulatory pressures , such as the reduction of the work week to 40 hours.

According to Maya Dadoo , CEO and co-founder of Worky , these factors not only affect the competitiveness of companies, but also directly impact logistics costs and, ultimately, the final price for the consumer.

“In logistics, we’re seeing pay gaps of up to 300% for the same role within the same company, and that’s brutal,” Dadoo said in an interview with T21.

Worky’s most recent study revealed that, within the logistics sector, salary gaps for the same position can reach up to 300% , a level of dispersion that erodes productivity, increases operating costs, and makes it difficult to retain talent.

For example, in the case of a logistics manager, the difference between the low and high salary percentile reaches 295 percent, for a logistics supervisor it is 280 percent, and for a specialized industrial engineer it is 229 percent.

At the top end of the pay scale, roles such as logistics planning specialists earn an average of 37,395 pesos per month; while, in contrast, critical roles such as transportation associates or field logistics specialists barely exceed 14,485 pesos, despite their direct impact on meeting operational goals.

In many cases, logistics assistants and supervisors earn between 9,100 and 12,700 pesos per month, barely above the minimum wage and with no commitment to goals or performance.

The root of the problem, he explained, lies in the lack of modern tools for recording, analyzing, and adjusting compensation. Many human resources departments in the sector still work with outdated systems , designed more than 15 years ago, without integration capabilities or customized reporting.

This lack of visibility means that a new employee can earn three times more than another in the same role, which fuels a vicious cycle : turnover in logistics is around 200% annually, and specialized talent jumps from company to company in search of better salaries, increasing operating costs, according to the specialist.

For Dadoo, the proposed reduction in working hours poses a major challenge for payroll administration in logistics, where payment schemes include multiple variables such as kilometers traveled, type of cargo, stops, and hours worked, among others.

“Payroll calculations in this sector are already complex and often done manually. With the reduction in working hours, overtime would skyrocket, and this would not only make the operation more expensive but also increase the possibility of errors,” he warned.

He added that companies will have to decide between paying more overtime or hiring more staff in a context where qualified talent is scarce, which will require redesigning shifts, providing intensive training, and strengthening career paths to retain the most experienced operators.

He also noted that turnover not only increases payroll costs but also increases logistics costs, as companies must constantly train and certify personnel, adding to other factors such as customs delays, health regulations, and supply issues.

According to the National Association of Private Transportation (ANTP) , logistical inefficiencies can increase operating costs by up to 30% , which translates into higher prices for the end consumer and a loss of competitiveness for companies.

“The end consumer ends up paying part of this additional cost, although companies are seeing their margins increasingly reduced,” Dadoo noted.

On the other hand, the arrival of companies through the nearshoring phenomenon (relocation of production lines) will increase demand for transportation and logistics, which for Dadoo represents a double opportunity that brings with it more business, but also greater pressure on an already saturated labor market.

Faced with this situation, Worky is promoting the adoption of software to optimize payroll, shift, attendance, and compensation management, as well as to integrate Artificial Intelligence into route planning and preventive maintenance.

“HR teams must stop operating in the dark. With real-time information and integrated systems, they can reduce turnover, optimize their workforce, and offer fairer and more competitive compensation plans,” Dadoo emphasized.

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In Mexico , having a job doesn’t always guarantee stability , equity , or development . Although the conversation about workplace well-being , inclusion, and fair compensation has gained traction in recent years, the reality remains complex and, in many cases, unequal.

This was reflected in the new 2025 Salary Study , prepared by Worky , which analyzed more than 17 thousand records of collaborators from companies from different industries , sizes and regions , which gives an x-ray of the Mexican labor market that, far from showing a balance, highlights structural inequalities , organizational challenges and deep generational tensions .

From the persistent gender pay gap to the lack of female representation in management positions; from modest salaries in small and medium-sized enterprises (SMEs) to the high turnover of young talent , the study is an urgent call to rethink staff attraction , retention , and compensation strategies .

Gender pay gap

One of the most striking findings is the gender pay gap , which reached 25 percent. While men earn an average of 31,025 pesos per month, women earn 23,178 pesos, a difference that persists even in equivalent positions.

The phenomenon was not only observed in base salaries , but also reflected the low representation of women in leadership positions . At level 10 (national management) , men earn 302,285 pesos and women 265,160 pesos; while at level 11 (regional management) , the gap remains the same: 462,282 pesos versus 427,338 pesos.

Furthermore, roles traditionally associated with women, such as administrative assistant , customer service , or payroll and recruitment , continue to be among the lowest paid in the market, with monthly salaries ranging from 14,000 to 21,000 pesos.

“Structural bias is a cost factor,” the study noted, warning that gender segmentation in certain positions perpetuates wage inequalities and limits women’s access to career paths with better conditions.

SMEs, the heart of employment with salaries below the average

More than half (53.19%) of the companies included in the analysis have fewer than 30 employees, reflecting the central role that SMEs play  in job creation in Mexico .

However, it also revealed one of the main challenges of the labor ecosystem : SMEs tend to offer lower salaries and face greater difficulties competing for talent against industries with greater financial capacity.

Despite this, SMEs are key to the economy, “sustaining the labor market ,” the report noted, suggesting that these organizations need support to professionalize their compensation structures , adopt technology , and offer differentiating benefits beyond salary .

Young talent and high turnover

83.16% of the workers analyzed have less than five years of seniority in their position and one in four collaborators (26.11%) have been there less than a year.

This high turnover reflects a new work reality, in which young professionals seek environments where they can develop quickly, access challenging experiences and find a clear purpose .

According to the report, this dynamism places constant pressure on organizations to build attractive organizational cultures , establish clear career paths , and offer non-monetary benefits such as flexibility , mental health , or hybrid schemes .

At mid-level, he indicated, more than 50% of employees have less than five years of experience, and less than 5% in key positions have more than 20 years of experience, highlighting a senior leadership deficit that could affect strategic decision-making in many organizations.

In this context, the study proposes a series of concrete recommendations for companies to address the identified challenges, such as salary audits to detect and correct inequalities based on gender or seniority; female leadership programs to close the glass ceiling; stable hiring to improve retention and engagement; personalized career plans and benefits for young talent; and the use of data intelligence and technology to make more effective salary decisions aligned with the business.

He also highlighted the importance of adapting compensation strategies to regional differences .
For example, states like Mexico City , Nuevo León, and Jalisco have the highest salaries , while states like Chiapas , Oaxaca , and Colima have the lowest salaries in the country.

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El cargo Wage gap, turnover, and low salaries mark the labor market in Mexico. apareció primero en T21.