Eric Delgado
Director General
Grupo Sicamsa
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View from the Top

Urgency: A Must in Health Logistics

Thu, 02/21/2019 - 17:18

Q: Grupo Sicamsa is 100 percent focused on pharmaceutical logistics. How does this approach benefit your clients?
A: Grupo Sicamsa’s approach to health logistics is to handle deliveries based on the time and day the customer needs it and not according to our own handling times. The health sector requires available logistics services at any time and day because people’s health cannot wait. Grupo Sicamsa works seven days a week, 365 days a year and it can reach any destination, from state capitals to secondary cities and municipalities. When Grupo Sicamsa works with a client, it offers an integral solution that leads to companies growing their reach and business volume thanks to our availability and capabilities. As a result, some of our clients have grown in secondary and tertiary cities just as much as in primary cities.
The company works with the 30 percent of the market that large companies neglect. In the public sector, Grupo Sicamsa is bidding on a tender for epidemiological logistics for IMSS and on another with the National Blood Transfusion Center that has been our client for over five years. In the private sector, Grupo Sicamsa handles 80 percent of Laboratorio Médico Polanco’s requests. Its other clients include Laboratorios Médica Sur, Laboratorios Ruiz, Hospital Ángeles and Hospital Universitario.
Grupo Sicamsa recognized that companies and government dependencies were unsatisfied with the service offered by our competitors due to long delivery times, bureaucratic processes and inconsistent traceability of their packages. To counter this, we offer a simple, tailor-made, transparent and traceable process. If something happens and Grupo Sicamsa cannot deliver in the expected time, it communicates with the client and looks for the best way to deliver the package as soon as possible. The entire process is transparent for the client. Also, Sicamsa’s philosophy is to consider all its deliveries as if they were subject to a life-or-death outcome.
Q: What infrastructure strategy at Mexico City’s International Airport could help boost the logistics sector in Mexico?
A: One of the main issues is that individuals are treated like clients and not like passengers. Other airports around the world have a limited number of duty-free shops and restaurants and instead focus on the airport infrastructure. The Mexico City International Airport (AICM) is built to sell things to people. There was a project a couple of years ago that aimed to solve this problem but it was not completed. The idea was to remove the ​​hangar area in front of Terminal 1 to extend track 5 500m to the right, which would allow the airport to have simultaneous clearings and landings. This expansion could double the airport’s capacity and make it comply with international standards. It would also help to provide 24/7 transportation services for people who need to move from one terminal to the other. Increasing AICM’s operating hours to fulfill a 24/7 service would mean that airlines would not have to not pay for service extensions and consequently improve flight prices for passengers.
Q: How could the government establish fair competition that allows small and medium-sized logistics operators to boost their market share?
A: The conditions established by government dependencies should promote fair competition among all companies within the logistics ecosystem. However, there are many cases of unfair competition that are neither monitored nor punished. It would be good, in addition to López Obrador fighting corruption, to also focus on providing fair and transparent conditions for all companies. International logistic operators have many incentives and monopolize the market with small and medium operators having no chance to compete. In other countries like the US, national logistics operators have priority over their international counterparts to ensure the country is protected against bioterrorism. The government could make big companies develop their own airlines and small and medium operators could occupy the space that this would open with third-party carriers. At the same time, airlines should be more open and flexible to distributing their cargo services and avoid giving over 90 percent of their space to international companies.