Integrated Logistics are Shaping Mexico's Future: Grupo CICE

Q: How does Grupo CICE stay ahead of client and market needs amid nearshoring and shifting trade patterns? 

A: Grupo CICE was founded over 30 years ago in Veracruz, focusing on cargo handling and delivery. We expanded by establishing facilities outside and within the port, and later incorporated land transportation capabilities. Since 2010, we have shifted toward offering integrated logistics solutions, operating from the port of Tampico.

After the pandemic, we refined our vision to become Mexico’s most comprehensive logistics provider. We focus on integration, as few companies consolidate port operations, logistics, and transportation as we do, particularly through our strategic presence in Veracruz and Tampico. This integration sets us apart in shaping the future of logistics in Mexico.

Q: What are the biggest challenges the company faces in efficiently orchestrating a multimodal ecosystem?

A: Grupo CICE was initially founded with a vision to integrate shipping, transport, and logistics, but achieving this full integration has been a continuous challenge. The logistics sector is complex, and managing operations across different modes of transport — maritime, rail, road, and warehousing — presents daily challenges.

Our main difficulty has been establishing recognition in the logistics and transport sectors, as we are relatively new compared to global players. Although we have a strong presence in ports, particularly in Veracruz, and 170 transportation units locally, we are still a small player on the national scale. Our next challenge is to expand and become a major force in logistics and transport nationwide. To do this, we have invested in technology to enhance real-time operational visibility and improve efficiency across the entire supply chain, aiming to offer more value to customers.

Q: How does Grupo CICE leverage technology to expand its reach and capabilities? 

A: We initially focused on physical infrastructure, which limited our growth speed. While infrastructure is valuable, we realized we could scale faster by reducing reliance on physical assets. This led us to develop operations outside Veracruz, including in the State of Mexico and Monterrey.

We invested in technology to increase our flexibility. We have been using Oracle’s ERP for years, which has helped us grow rapidly. Transitioning to cloud-based systems has made our operations more agile and secure. Our diverse operations also required custom software, which we initially developed in-house or with local universities. We combine Oracle with software tailored to our needs in ports and transportation.

We recognize that technology alone is not enough. Talent plays a crucial role in logistics. The right team, equipped with the right skills and customer-focused mindset, is key to making logistics operations successful. This combination of advanced technology and skilled human capital enables us to optimize our control tower model and provide competitive advantages.

Q: What investments in sustainability are allowing Grupo CICE to position itself as a leader in clean freight? 

A: Sustainability has always been part of our DNA. As one of the first private port service companies in Mexico, we had to build everything from scratch, learning directly from clients. That embedded a genuine customer focus and operational flexibility in our culture. Over time, we structured ourselves with strong corporate governance. This foundation supports disciplined growth.

In parallel, we maintained a deep commitment to social responsibility. We have worked closely with local universities and created Fundación CICE over 20 years ago. We were also certified as a socially responsible company 11 years ago. We are evolving from a CSR-focused model to a broader ESG framework. Our efforts in clean freight — like GNC-powered units and Euro V compliance — are part of this transition. The challenge now is to fully integrate our operational excellence, governance, and social commitment under a structured sustainability strategy. 

Q: What are your expectations for the Semi-specialized Container and Cargo Terminal in the North Bay of the Port of Veracruz in terms of capacity, regional impact, and long-term return?

A: The Semi-specialized Container and Cargo Terminal in North Bay has been a strategic project for Grupo CICE, developed after years of regulatory and financial challenges. COFECE initially blocked our participation due to our market share in general cargo, but we successfully argued our case and gained approval.

The terminal represents a total investment of over MX$7 billion (US$359 million), with the first phase already completed and the second set to finish in August. We secured a MX$4.15 billion loan through a syndicate of Mexican banks and Bancomext, demonstrating strong institutional confidence.

The facility features 550m of berth — enough to serve the largest vessels — 22ha of surface area, static capacity for 13,200 TEUs, and the ability to handle up to 380,000 containers per year. It is a multimodal terminal with 2km of rail and is built with state-of-the-art, eco-friendly technology. We aim to capture 20%-25% of Veracruz’s container market, complementing existing terminals rather than replacing them. This is a long-term project with a 20-year concession, designed to support the port’s future growth and regional supply chain integration.

Q: From which industries and regions are you seeing the highest demand for tailored freight solutions, and how are you adapting your services to address these specific challenges? 

A: Our operations are well-balanced across containerized cargo, breakbulk, and bulk — reflecting Veracruz’s position as one of Mexico’s most diversified ports. In containerized cargo, we handle a broad range of goods including flooring materials, textiles, and various manufactured products. In breakbulk, demand is strongest from the automotive, food, and oil and gas industries. We support major exporters like Tenaris Tamsa and manage steel products used in canned goods. We also handle significant volumes of beer exports through integrated logistics solutions, consolidating containers inland before port delivery.

In bulk cargo, we manage agricultural imports such as rice and wheat, as well as mineral fertilizers. We also supported infrastructure projects like the Mayan Train, moving construction stone via cabotage. We also handle oversized and heavy equipment, notably wind turbine generators for nearby renewable energy projects. As new projects shift north, operations adapt to ports like Altamira.

Overall, our services cater to a wide range of industries, and our flexibility allows us to adjust to regional and project-based demands.

Q: What are Grupo CICE’s main objectives for 2025, and what milestones or outcomes would define a successful year for the company? 

A: For 2025, our priority is to complete the second phase of our terminal project, which should be finalized by August. In logistics, we aim to advance our operations in the State of Mexico with two warehouses and potentially expand further. We also plan to optimize the Monterrey warehouse and build a new facility in San Julian, Veracruz, within our industrial park.

In transportation, we are launching a less-than-truckload (LTL) service to complement our logistics offering. We are also preparing to start a new project at another port in partnership with other investors. Finally, we plan to reconfigure our Bahia Sur facilities by relocating container operations to Bahia Norte and repurposing the space to handle different types of cargo.

Grupo CICE is a Mexican group of companies founded in 1991 in Veracruz. It provides port, logistics, and land transportation services.