The Logistics Playbook: Strategies for the Market of Tomorrow

As geopolitical shifts redefine global trade routes, logistics leaders in Mexico are adapting their strategies and operational networks to meet the evolving market needs. The nearshoring boom has intensified North American trade, creating new opportunities despite market volatility. To capitalize on this new dynamic, the sector is re-evaluating its investments, business models, and client relationships, moving from traditional transport to integrated supply chain management, said experts at Mexico Business Summit 2025.

Mexico’s recent status as the main US trade partner has resulted in the intensification of North American trade, and capital investment is being directed toward critical infrastructure to build a more resilient cross-border logistics network. “There are many inefficiencies in how Mexico distributes products to the United States, as Mexico overrelies on points that are becoming saturated,” said Luis Ángel Mera, Managing Director, Vertice Worldwide.

While infrastructure limitations pose a challenge in Mexico, experts believe companies with a creative approach can still find significant growth opportunities. “Mexico’s opportunities are hidden behind challenges, and those who are prepared will be able to capitalize on them,” said Paulo Biazotti, President, ONE Mexico.

In this context, investment in digital assets is considered essential. “Long ago, logistics operated as a closed system; now clients value transparency throughout the process,” said José García, Director of New Business Development, Onest Logistics. 

Building an efficient network requires real-time, end-to-end visibility, as investing in visibility can bring back up to five times the investment, depending on volumes and frequencies. Capital is flowing into technology platforms, including Transportation Management Systems (TMS), customs automation software, and predictive analytics. These digital tools allow operators to anticipate bottlenecks and proactively manage freight flows, turning data into a key asset for resilience. “Businesses need to invest in digitization and technology, as they would greatly benefit from merging all processes into a single system,” said Jean Paul Sarrapy, Vice President Global Business, GP Logistics.

This focus on technology is part of a broader strategy to evolve Mexico from a low-cost labor market toward technology-driven competitiveness. As exemplified by Alfonso López, Vice President and Director General, CEVA Logistics, through partnerships with research institutions and internal innovation, the company tests and implements cutting-edge solutions. By integrating proven innovations from high-labor-cost countries, the company can help customers to stay ahead through automation rather than relying solely on manual processes.

Finance, Technology to Make Logistics More Accessible

In the current trade context, a convergence between logistics and finance is generating new business models. Mera considers there is an opportunity for startups to finance smaller companies, as there are companies with more restricted financial arms. “Many companies in Mexico cannot grow because they do not have access to financing; there is a great opportunity for new financing startups, which can help finance these companies,” Mera stressed.

Third-party logistics (3PL) and fourth-party logistics (4PL) providers are no longer just managing the physical movement of goods; they are also managing the associated financial risks. "Logistics operators have a responsibility to help clients with their regulatory and compliance matters,” noted García.

Innovative solutions are emerging where operators integrate supply chain finance and advanced insurance products. This convergence is also seen in the management of customs and fiscal compliance, where logistics partners provide services like IMMEX support, fiscal deposits, and strategic customs-bonded warehouses to manage a client's immediate tax and duty burdens.

One emerging model involves the logistics provider financing a client's inventory while it is in transit or in storage, improving the client's cash flow. Another is the development of integrated insurance products that go beyond basic cargo coverage to include supply chain disruption risks. “There are many lessons that Mexico can learn from Brazil and Colombia to prevent cargo theft, such as giving transporters a stake in the cargo they transport,” Mera suggested to combat one of the main risks associated with operating in Mexico.

These strategies optimize Mexico's role by allowing operators to act as integral partners who not only move goods but also mitigate their clients' financial volatility. This trend is expected to evolve toward digital ecosystems where financial services are fully embedded within logistics management platforms.

Mexican logistics stakeholders need to find creative ways to operate efficiently within the existing infrastructure framework, focusing on adding tangible value to attract and retain foreign investment amid ongoing global shifts. "The sector will see significant volatility in the coming years due to geopolitical issues. To overcome this challenge, Mexico needs to improve its processes to add more value,” Mera concluded. This focus on value creation is not just about efficiency, but about fostering broader economic benefits. 

As Biazotti highlighted, “If Mexico generates more added value, it will create more jobs and promote development, while attracting more companies and opportunities.”