Krispy Kreme Mexico has a defined strategy: to be where the consumer is, as explained by Rafael Camarena, COO of the brand in the country, who detailed how the company has diversified its formats, consolidated key alliances, and strengthened its logistics model to guarantee a fresh experience at every moment of consumption.
“Our approach isn’t to wait for the customer to come to us. We go where the customer is, because we understand that consumption occasions vary widely: when you go to the supermarket, when you come home from work, or when you take the kids to school,” he emphasized.
Krispy Kreme’s growth strategy is based on its “theaters” —stores where consumers can watch the live production process of hot doughnuts—like the one recently opened in Interlomas, in the State of Mexico.
From there, the brand complements its presence with Fresh Shops, kiosks and commercial alliances with chains such as Oxxo , HEB , Walmart and Liverpool , always prioritizing consumption moments that are relevant to the customer.
Logistics that guarantees freshness every day
Logistics operations are at the heart of Krispy Kreme. The brand operates on a hub-and-spoke model , with nearly 16 production centers supplying both its own stores and its retail partners.
“We produce every day and collect returns every day. It’s a logistics process that requires precision: we start production from 6:00 pm to 3:00 am, so that the donuts are fresh at the points of sale by 7:00 am. This continues 365 days a year,” Camarena emphasized.
Our commitment to quality requires attention to every detail with our own fleets, temperature control, humidity control, optimized routes, and ongoing training of our logistics staff.
“Supplying in December isn’t the same as it is in May. We adapt routes, equipment, and production to suit the season. Our people get up at 3:00 a.m. to load the trucks and deliver on time at different times: for example, Liverpool receives delivery at 11:00 a.m., but HEB receives us from 5:00 a.m.,” he added.
Camarena emphasized that the ingredients used by the brand, whether domestic or imported, must meet strict quality, traceability, and food safety standards.
“Not everything is imported, nor is everything domestic. It depends on the product, the volume, and the logistics strategy. What is non-negotiable is that everything undergoes certification of origin and quality controls. We are working on international programs like Cage Free for animal welfare and always seeking responsible suppliers,” he stated.
Krispy Kreme maintains a steady pace of expansion in Mexico, with annual investments exceeding 100 million pesos (mdp) , the opening of between 15 and 20 stores per year, and at least one new factory or theater every two years.
In recent months, the brand has strengthened its presence in key markets such as Chihuahua, Torreón, and Veracruz, and is exploring new territories such as Tijuana and Sonora, which pose additional logistical challenges.
“It’s not just about opening stores. What we’re looking for is to consolidate markets, be present where consumers need us, and ensure quality at every point of sale. Logistics is both a science and an art: behind every successful operation are our people who make everything work,” he emphasized.
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