Few Mexican Firms Ready for Supply Chain Crises: Samsara

Only 3% of companies in Mexico have adequate plans to face supply chain disruptions and security threats, reveals a recent report from Samsara. According to the study, this lack of preparation has resulted in financial losses for 89% of organizations, stemming from their inability to locate critical assets during a crisis. The implementation of AI and robust planning are emerging as key elements to mitigate these risks.

The vulnerability of logistics operations in Mexico does not primarily stem from external factors, reports Samsara. Instead, it originates from a lack of internal visibility and control when failures occur. The inability to monitor assets and maintain real-time communication creates an environment of uncertainty that magnifies the impact of any disruption.

“The biggest risk in Mexico is not the weather but operating blind when networks fail or routes are blocked,” says Brendali López, Marketing Director, Samsara Mexico, to T21. The main threat, she adds, is a lack of actionable data at critical moments, which prevents informed decision-making and a coordinated response.

The Samsara Connected Operations Status Report, based on a survey of 1,550 emergency specialists, including 150 who operate in Mexico, presents a diagnosis of the state of disaster readiness. Data indicates that 22% of global respondents believe their organization is not ready to react to a large-scale crisis. Only 23% feel adequately trained to face events such as extreme weather phenomena, natural disasters, or cyber incidents.

This perceived vulnerability translates into direct economic consequences. The finding that 89% of companies have suffered financial losses from being unable to locate critical assets during an emergency shows a direct correlation between a lack of planning and a negative impact on business results. The absence of preventive strategies forces organizations to be reactive, assuming high costs that could be mitigated with proper preparation.

Challenges and Technological Solutions

A fundamental obstacle to crisis management is intermittent access to information. In Mexico, 59% of operations leaders reported inconsistent real-time data on key resources. Additionally, 77% expressed significant concern about their ability to maintain the critical communications necessary to coordinate personnel and assets during an emergency. This information gap prevents the efficient reassignment of routes, the protection of inventory and the safety of personnel.

Technology is emerging as a pillar for strengthening operational resilience. According to Samsara, 79% of respondents anticipate that AI will fundamentally transform disaster response within the next five years. Industry leaders expect AI to optimize emergency planning, enhance early warning systems, and facilitate more agile and precise real-time decision-making, shifting from a reactive model to a predictive and proactive one.

However, technology adoption alone is insufficient if it is not accompanied by human capital development, says the company. The report notes that 76% of organizations in Mexico believe their front-line teams lack the necessary training to use digital tools effectively during a crisis. Similarly, 86% of leaders warn that the increasing frequency of disasters is creating new training demands, specifically in the use and interpretation of data and technology.

Achieving true recovery capability requires a multi-faceted approach that combines technology, processes and people. “True resilience does not just depend on AI but on instrumented operations, redundant communications, and trained teams. When those three elements align, organizations can keep people safe, reroute supply chains in hours, not days, and contain the financial impact,” says Lopez. This approach enables crisis management that minimizes downtime and its associated costs.

The most compelling evidence for the value of preparation lies in the speed of recovery: 97% of organizations with formalized emergency plans resume their operations within a maximum of three days following a crisis. This data suggests that strategic planning is not a cost but a direct investment in business continuity, protecting value for shareholders, customers, and employees.