Volatility is no longer the exception: it’s the rule. In Mexico, the supply chain faces constant fluctuations in demand, cost pressures, road blockades , and service demands that leave no room for error. In this environment, logistics leadership has ceased to be merely operational, according to Jessica Rodríguez, Deputy Director of Logistics and Supply Chain Operations at asdeporte .
“Strategic to anticipate, technical to execute, and human to lead. That is what a logistics leader cannot lack,” Rodríguez stated.
The specialist maintained that the biggest challenge continues to be the volatility of demand and its impact on inventories, transportation and the capacities of distribution centers (DCs).
“We need more flexible supply chains, with data-driven planning and near-immediate reaction capabilities,” he explained.
Cost pressures , he added, are no longer solely operational; they are strategic. It’s not about cutting costs for the sake of cutting costs, but about balancing total cost with service level. In sporting events, for example, a one-hour delay can directly impact the athlete’s experience. Logistical decisions must align with the event’s value, without compromising quality or critical timing.
Regarding land transport —the backbone of the movement of goods in the country—, Rodríguez identified a clear root cause of inefficiency: fragmented planning .
“The chain should be thought of as a single system,” he noted.
I explain that decisions such as strategically placing products within the warehouse ( slotting ), grouping orders to make better use of each transport trip ( load consolidation ), establishing clear cut- off times for orders to be included in the daily schedule, and correctly classifying inventories according to their turnover and priority, are actions that reduce urgent deliveries, avoid reprocessing, and allow the last mile—the final stretch to the customer—to operate without unnecessary pressure.
The lack of available operators adds pressure to the entire chain, as it directly affects on-time and complete deliveries (OTIF), raises costs, and can impact road safety, the specialist considered.
Given this scenario, Rodríguez stressed the importance of scheduling realistic delivery times by destination, designing routes that avoid downtime, maintaining constant monitoring of the units, and establishing incentives linked to punctuality and safe driving.
“A better operator experience equals better retention and better service,” he summarized.
Regarding fleet renewal , he indicated that there are mixed decisions in the market. Some are extending fleet cycles; others are renewing selectively. The position is clear: the analysis should be based on the total cost of operation per route or event, not solely on the age of the vehicle.
Another area gaining prominence is reverse logistics. In retail , he explained, it’s key to controlling shrinkage and profitability.
From a methodological perspective, Rodríguez pointed out that there is still room to achieve double-digit productivity improvements through the application of Lean Six Sigma . However, he warned that three common mistakes are: misdefining the problem, failing to assign clear responsibility for the process, and measuring activities instead of results.
He explained that the difference lies in rigorously executing each phase of DMAIC — define, measure, analyze, improve and control —, mapping the value stream before proposing solutions and establishing control plans that ensure the sustainability of the results.
Regarding digitization , he commented that the process is first redesigned and then automated.
“Otherwise, we just automate inefficiency. Technology is 30%; process, leadership, and data are 70%,” he said.
The challenges are significant; the logistics network remains vulnerable to disruptions and insecurity , and resilience cannot rely solely on reaction time. Predefined alternative routes, backup inventories at critical points, control tower systems, and real-time visibility are now fundamental to the operational framework.
For Rodríguez, logistical excellence is not tied to the sector itself, but rather to the discipline to anticipate, the technical capacity to execute, and the human leadership necessary to manage teams under pressure. In logistics, he affirmed, it’s not just about moving goods: it’s about protecting the customer experience, the value of the operation, and competitiveness.
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