Are the US and Mexico winning globalization?

The era of globalization could be slowing as companies continue to battle supply chain challenges and reshoring continues to be a trend discussed in all sorts of industries.

Moving production closer to end users in the United States — reshoring and nearshoring initiatives — could make supply chains more resilient by eliminating long shipping routes while also bringing more manufacturing jobs back to North America, said Tasneem Manjra, CEO and co-founder of Caravan.

“Reshoring is huge, and I’m hearing this trend a lot as we talk to potential clients,” Manjra told FreightWaves. “[Companies] want to make decisions about reshoring for a number of reasons — for political reasons, to make sure that the countries that they work with are politically sound. They also don’t want to have the labor crisis that China has, for example, or they want to make sure that they are closer to home for environmental purposes, creating a smaller footprint.”

San Francisco-based Caravan is a vendor relationship platform that aims to streamline and optimize the way manufacturers and retailers engage with their vendors.

Nearshoring often explains when a company moves work to another organization that’s in a nearby region or country. Reshoring is the process of returning domestic product manufacturing from a foreign country back to the home country where the business products are sold.

A recent example of nearshoring is California-based toymaker Mattel, which announced in March it was consolidating all North American manufacturing to its plant in Monterrey, Mexico.

Mattel said it was also investing $47 million to expand the Monterrey plant, where it employs nearly 3,500 workers, becoming the company’s largest manufacturing site. Mattel closed two of its factories in Asia in 2019, as well as plants in Montreal, Canada, and another in Tijuana, Mexico, in 2021, ahead of expansion of its Monterrey factory.

“We believe that Mexico, given its geographical position, has a unique opportunity to position itself as a toy hub in the world. To contribute to the development of this industry in Mexico, we have supported local suppliers and motivated international suppliers to establish themselves in [Mexico],” said Ynon Kreiz, CEO of Mattel, according to El Financiero.

California-based semiconductor manufacturer Intel Corp.’s announcement in January that it was investing $20 billion to build two chip factories near Columbus, Ohio, was a big recent win for the U.S. manufacturing sector.

Construction of the plants is expected to begin later this year, with production coming online at the end of 2025. The two Ohio plants are expected to create 3,000 direct jobs.

Intel, which has a global workforce of 116,000, has more than a dozen research and manufacturing facilities around the world, including the U.S., France, Germany, Italy, Ireland, Poland, Israel, India, Malaysia and Vietnam.

While North America has had recent wins in regard to attracting manufacturing back, U.S. imports of manufacturing goods from low-cost Asian countries (LCCs) actually increased in 2021, according to Kearney’s ninth-annual Reshoring Index.

Kearney’s Reshoring Index tracks trends in manufacturing returning to the U.S. from 14 LCCs and regions where sourcing, production and assembly have been offshored.

Manufacturing from LCCs totaled 14.49% of U.S. domestic gross manufacturing output, up from 12.95% in 2020, according to Chicago-based global management consulting firm Kearney.

However, Kearney officials said that “there are strong indications that attitudes and strategies are changing, thanks to the pandemic, trade wars and tariffs, and ongoing resulting supply chain disruptions.

“American companies are getting more serious about adopting expanded versions of reshoring. Large portions of offshored manufacturing may soon be returning thanks to companies combining their nearshoring production to Mexico, Central America and even Canada, with manufacturing and assembly in the U.S.,” Kearney said.

Manjra said she’s hearing from many clients that the tide may be turning, with companies looking to create a closer-to-home — rather than a lowest-cost — supply chain.

“I just think about that for the last 20 or 30 years, companies were almost rewarded for basically shipping American jobs overseas,” Manjra said. “It was quite harmful for the domestic economy because we have less skilled workers today than we ever had domestically.

“I’m really encouraged when I see manufacturers say, ‘No, we want more jobs here, we want to keep the jobs here, we want to bring back our operations to … America or to Canada.’ I think that’s super encouraging.”

Fleetmaster Express receives first Volvo VNR electric trucks in Texas

Fleetmaster Express recently received two Volvo VNR Electric Class 8 trucks in Texas as part of the company’s plan to transition from a diesel fleet to an electric one.

The Roanoke, Virginia-based carrier said the two electric trucks will be based at the company’s terminal in Fort Worth. Eight additional Volvo VNR electric trucks are scheduled to be delivered by early 2023.

The two Volvo VNR Electrics are the first battery-electric Class 8 trucks in its fleet, and “deploying zero-tailpipe emission Volvo VNR Electrics is the next big step in our effort to create the most sustainable, energy-efficient fleet possible,” said Travis Smith, COO of Fleetmaster Express, in a statement.

Fleetmaster operates more than 300 trucks with 1,000 trailers from 13 terminals across the country. The company offers dedicated hauling, as well as freight brokerage, warehousing and spotting services.

Texas seaport announces new ro-ro service from Asia

Marine shipper Nippon Yusen Kabushiki Kaisha (NYK Line) made its initial call at Port Freeport, Texas, on May 16 to begin a regular service.

Headquartered in Tokyo, NYK Line is a provider of roll-on/roll-off (ro-ro) services, including shipping and vehicle logistics, managing the distribution of cars, trucks, rolling equipment and breakbulk cargo.

“Port Freeport’s proximity and efficiency to regional and global markets combined with room for expansion makes the port a strategic hub for vehicle imports and exports,” Phyllis Saathoff, Port Freeport’s executive director and CEO, said in a release.

NYK Lines’ Opal Leader discharged OEM vehicle units and heavy cargo at Port Freeport. The service will also call ports in Mexico, Panama, Colombia and Brazil and will call Port Freeport monthly.

Port Freeport is located about 60 miles southeast of Houston along the Gulf of Mexico.

Houston multimodal park signs 2 tenants

The Greens Port Industrial Park along the Houston Ship Channel has two new tenants: JD Fields & Co. and ZL Chemicals.

Houston-based JD Fields & Co. is a global supplier of steel products. ZL Chemicals is a Houston-based manufacturer of chemicals used in the oil and gas industry.

The 735-acre, multimodal industrial park is owned by Watco, a transportation and supply chain services company with locations throughout North America and Australia.

Steve Pastor, NAI’s vice president of global supply chain and ports/rail logistics, said operators are looking for locations that help with efficiency. Pastor was part of the team that represented Watco in the transaction.

“Over the past 18 months, logistics tasks as simple as offloading cargo from ship to shore have become increasingly time-consuming and expensive at many ports,” Pastor said in a statement. “For this reason, Greens Port Industrial Park stands out as it offers direct access to [Port Houston], one of the nation’s most important ports.”


Source: Noi Mahoney, Freight Waves.

The Texas and Mexico border is indisputably one of the most important for trade in North American, and the recent cancellation of a railway between the two stemming from political issues seems to be the least favorable economic option.

The TMEC Corridor is a project proposed by Mexico that would start in the port of Mazatlán, Sinaloa and go through various states in Mexico. It would then travel across the border into the United States and go north until reaching Canada.

Bloomberg previously confirmed that Texas would be losing a major railway project worth billions that was set to travel through Laredo due to Mexico moving the project in retaliation for Texas Gov. Greg Abbott’s enhanced truck inspections that led to standstills in traffic and billions of dollars lost for both countries.

One local academic shared his thoughts on the canceled plans, stating that the evidence was clear the rail line should remain through Texas, as it is the most efficient and effective thing to do for a project of this magnitude.

“I understand the political discourse going on between both parts, Texas and Mexico, but I always tell everybody let’s look at the data and for the data to show us what is going on,” said Daniel Covarrubias, Director of the Texas Center for Border Economic and Enterprise Development at Texas A&M International. “It is a project that I know will benefit the North American trade zone, but you have to understand that it is a project 100% financed by private investments.

“In the end, I do understand that Mexico, as a country, will be involved in permits, promoting and things like that. But I think that this project is going to be dictated by market forces and where logistic corridors are more efficient and by where logistic infrastructure is already in place.”

Covarrubias said one of the main reasons Mexico wants this corridor is to alleviate the transportation of goods from Asia to North America. At the moment, almost all of this trade goes through the port of Los Angeles and Long Beach.

However, Covarrubias finds it interesting Mexico is looking forward at this port when it has two others operating for such tasks including the ports of Manzanillo, Colima and the port of Lazaro Cardenas, Michoacan. He says these two compared to the one in Mazatlan have no comparison at all, as the one in Sinaloa is still in its early stages.

“If you compare Mazatlan to those ports, there is no comparison,” Covarrubias said. “Especially with what Manzanillo does as the port of Manzanillo in (Twenty-foot Equivalent Units), which is what the shipping industry uses to measure ports. There is little comparison.”

According to Covarrubias, the 2021 data on the ports indicates the port of Manzanillo does about 3.2 million TEUs a year while Lazaro Cardenas does 1.6 million, Ensenada, Baja California does 394,000 and Mazatlan does about 41,000.

“Just compare the 41,000 to the 3.2 million and 1.6 million, so that tells you the size of Mazatlan,” Covarrubias said. “Now is it a good project to make Mazatlan bigger, as the TMEC Corridor proposes a new port for the port of Mazatlan? Then yes it is good, and it can make it more viable. Will it compete with Manzanillo or Lazaro Cardenas? It is going to take years.”

Covarrubias says although the project has some good points, he sees it difficult to be done from Mazatlan and then crossing somewhere else other than into Texas to reach Canada, because the data shows Texas is the best route to take.

He said the last potential framework he saw of the project was to create an industrial complex in Mazatlan, then for the railway to pass through the state of Durango, which he says would be a task taking years to make, as it would mean the train tracks crossing through the Sierra Madre Mountains. From there, the railway would go to Frontera, Coahuila, then to Nava, Coahuila and then to the border with Texas, which would be entering in the Piedras Negras-Eagle Pass area.

According to Covarrubias, the Eagle Pass area has much train traffic. This is because the Corona brewery is located in Nava, Coahuila, just a few miles from the border and they ship all of their products mainly through railway.

Covarrubias questioned whether Laredo would have ever been the ultimate location of the railway, although it had been reported that it was. Based on his observations from a February 2022 report by the group CAXXOR — an international conglomerate with the strength to drive infrastructure projects and other real assets — he suspected it could have been ultimately heading elsewhere.

“As of February, I am still thinking that they were going to pass it through Eagle Pass,” Covarrubias said.

Even if Mexico continues with its position to move the cancelled railway to New Mexico, Covarrubias says it is going to be hard because the shortest and efficient route is through the state of Texas.

Whatever the case, Covarrubias says the project entails the rehabilitation of 167 kilometers of Mexican railways and the construction of 180 new kilometers of tracks. He estimates that would take about 15 to 20 years to complete.

He says doing it in New Mexico might even require new infrastructure on the American side, which continues to support why Texas is the best option.

“The data will show where this corridor will ultimately end up,” Covarrubias said. “If you just see right now, two of the top five railroad crossings in the United States are in the Texas border. Laredo is No. 1 and Eagle Pass is No. 4. The data just shows what the Texas-Mexico border is and what it could be, so I think that our efforts should be made to do it through this border.”

He says even among the top 10, the city of El Paso is also found while Brownsville is around No. 13. New Mexico does not have a railroad ranked until the mid-20s.


Source: Jorge A. Vela, LMT Online.

The backlogs of ships at the ports, the overseas logistics delays, and the subsequent supply chain snarls of the past two years have been covered ad nauseam. But while issues at U.S. ports are beginning to stabilize, the pandemic has revealed an even bigger issue that has yet to be resolved: our overdependence on an overseas supply network and a lack of visibility into where our goods and materials are sourced. We believe the pandemic has revealed the risks of a globalized supply chain and the need to start shifting to a more regionalized sourcing model.

There’s a host of compelling reasons why business leaders must act now to start making this shift—from national security to the health and safety of medically vulnerable Americans to sustainability. It’s time to start restructuring our supply chains so that we are sourcing more from our allies and democratic countries, especially those in the Americas. Indeed, the Biden administration has set a goal of making critical sectors of the U.S. economy less dependent on China. For the U.S., this endeavor will require public-private partnerships and hundreds of billions in government investments, subsidies, incentives, and sourcing mandates. It will also require us to leverage our neighbors to the north and south and set up manufacturing and logistics capabilities across the Americas.


The pandemic woke us up to the vulnerabilities baked into our historically lean, cost-optimized supply chains. Over the past several decades, we have optimized our globalized sourcing and procurement practices around reducing labor and other input costs. The result is a system that is designed to deliver goods and commodities at the least cost. But this cost-optimized system comes with a high price: we have created fragile supply chains that are vulnerable to disruption and manipulation.

For example, early in the pandemic, we saw shortages of personal protective equipment (PPE) including isolation gowns, medical-grade gloves, and masks, as well as ventilators. Between an overnight increase in demand for these items (70% of which came from the country where the pandemic originated) and just-in-time inventory management aimed at reducing stock and cost, the supply chain in the United States couldn’t keep up. This was followed by shortages of critically important drugs, including those needed for treating COVID-19 patients.

Follow-up research from Washington University in St. Louis also revealed longstanding problems with U.S. dependence on foreign manufacturers for active pharmaceutical ingredients (APIs) for essential medicines and generic drugs.1 Consider this: 97% of all active pharmaceutical ingredients (APIs) for antiviral drugs and 92% of antibiotic APIs have no U.S. manufacturing source. The Drug, Chemical & Associated Technologies Association blames this weakness on a “race to the bottom” mentality that drove manufacturing to low-cost manufacturing countries that provided structural advantages that the United States did not, such as greater government subsidies, lower input costs (such as a lower minimum wage), and lesser regulatory burdens.

Currently, India and China are the largest global suppliers of APIs, and this overdependence puts the U.S. in a precarious position of being vulnerable to price hikes, as well as supply chain disruptions. In 2021, for example, manufacturing delays from these countries accounted for 11% of all drug shortages in the U.S.

The pharmaceutical industry is not alone in its overdependence on overseas suppliers. Currently half of all global manufacturing is located in Asia. As a result, when U.S. consumers—many still stuck at home and flush with cash from stimulus checks—began buying electronics, vehicles, exercise gear, and other products on a scale that demand modelers couldn’t have forecasted, it resulted in severe port backlogs and delays. The more recent factory shutdowns and logistics delays caused by China’s extreme quarantine policies and its current energy crisis continue to demonstrate how vulnerable the globalized supply chain is to disruption.


Instead of the current global supply chain with an overdependence on Asian manufacturing, we believe that the United States would gain many financial and strategic benefits from a Pan-American supply network. Consider that in supply chains, speed translates into cash, and flexibility translates to resilience. A regional, “near-shored,” land-based supply chain would accelerate movement across the Americas, substantially reducing transit times. Less time spent in transit would mean less cash tied up in inventory. This equates to reduced working capital requirements and healthier balance sheets.

Creating a Pan-American supply network would require a mix of private investment and public funding and incentives. For example, governmental funding could be used to build a transportation infrastructure that linked the U.S., Canada, Mexico, and Central and South America. This would create a robust and resilient supply chain corridor that would allow products to flow through the two continents faster and with fewer impediments. By investing in railways, bridges, and highway infrastructure from Canada through Mexico and into Central and South America, we would have a more seamless supply chain infrastructure. Goods and critical resources could be transported by ground from low-cost locations in Central and South America to the U.S. and Canada quickly without requiring water or air transportation (two of the worst offenders when it comes to pollution).

At the same time, we could work to create a Pan-American manufacturing ecosystem. The cost of labor in Mexico and Central America rivals that of China. Additionally, countries in Central America have the population and demographics to support a large-scale manufacturing and logistics footprint (the average age across Central America is 28). Local manufacturing opportunities would be welcomed by Central American communities: They would create jobs, build wealth, reduce the pressure to migrate, and promote political stability in countries such as Guatemala, El Salvador, and Honduras. We have seen in Asia that supply chain opportunities have the power to uplift hundreds of millions out of poverty. Why not try to replicate that model in troubled countries closer to home?

Initiatives by the U.S. apparel and footwear industry, with support from the Biden Administration, are already beginning to have an impact in developing Central American supply chains. For example, U.S. manufacturer Parkdale Mills recently announced that it is building a multimillion-dollar yarn-spinning factory in Honduras. This investment will enable Parkdale’s customers to shift one million pounds per week of yarn sourcing from Asian suppliers to Honduras while also creating new jobs.

In addition to subsidizing upgrades in transport infrastructure, U.S. trade officials can facilitate this regional shift by providing technical assistance and training to U.S. original equipment manufacturers (OEMs) on how to navigate Central American regulatory structures and business cultures. This might involve advising on key challenges including maintaining compliance, achieving track-and-trace visibility, clearing customs, and best practices on how to reduce risk with carriers.

Of course, a strategic reset of this magnitude will take time and come at a great expense. It would be up to the United States, along with more developed countries like Canada, Mexico, and Brazil to lead the Pan-American initiative and persuade others. But it’s likely other countries in the Americas would be willing to help share the costs given the clear economic, political, and social benefits.


We believe that we should fund and provide incentives for supply chain regionalization and diversification for critical industries first. This includes the four sectors prioritized by the Biden Administration in its 2021 report on improving supply chain resiliency: high-capacity batteries, semiconductors, critical minerals and materials, and pharmaceutical APIs. To those sectors, we would add telecommunications, energy, and food.

Pharmaceutical and health care companies are already taking on this challenge. For example, the health care improvement company Premier Inc., an alliance of hospitals and health care providers with extensive pharmaceutical supply chains and distribution networks, has worked with partners and even competitors over the last two years to increase domestic production and sourcing of PPE and APIs.2 Premier is leveraging its supply chain data to identify supplies that are most at risk and investing in those categories with “Buy-American” commitments. Masks, isolation gowns, and exam gloves are all examples of products with such commitments.

Premier recognizes that there are many reasons why the U.S. cannot aspire to become anywhere close to self-sufficient in pharmaceutical API production. For example, there is still a shortage of skilled manufacturing labor in the United States, and there are several key raw materials that region does not produce. The company argues, however, that both U.S.-based and geographically diverse manufacturing is needed to reduce overreliance on a single country or region.

A balanced approach, like the one Premier is taking, is a good first step to help keep costs in check while also helping to alleviate U.S. health care supply chain dependence on foreign nations. Still, this will not be easy nor inexpensive, and the company is urging the U.S. government to fund incentives such as zero-interest loans and tax incentives to “help close the cost gap between domestic and foreign drug manufacturing.”3

It should be noted that in some market segments and industries, it will not pay to invest in a significant re-engineering of supply chains to be more regional and less dependent on Asia. There are some cases where consumers will continue to choose less costly options over items with higher prices due to domestic or regionalized manufacturing. What’s more, China is the world’s largest economy with a vast and growing consumer market. So large global OEMs will want to maintain and, in some cases, continue growing their China-centric supply chains to serve this market as well as the rest of Asia.

Another alternative to supply chain regionalization is what is sometimes called “ally-shoring”—shifting procurement to democratic countries that are reliable U.S. allies. One model for this is how the United States cooperates with its closest allies—Australia, Canada, and the United Kingdom—through the National Technology and Industrial Base (NTIB) to produce and supply defense technology.4 Another is the cooperative work between the U.S. and Canada on critical minerals production.5


How do you begin to understand where to start the journey of diversifying your supply chain? For supply chain managers, corporate leaders, and even the Biden administration, the journey to a regionalized, risk-adjusted supply chain network strategy begins with mapping your supplier network. While historically it’s been costly for companies to develop and maintain an accurate map of their supply chain, today, with the right partners, the process can be much more streamlined and efficient. Rapidly evolving technology, cloud adoption, and enterprise networks have made mapping cost effective, scalable, and rapidly achievable. What’s more, the new generation of software companies providing mapping capabilities go far beyond what could be accomplished with emails, phone calls, and spreadsheets.

Multi-tier visibility into the entire supply chain—which includes second and third tier suppliers and goes down to the part level—can help identify the most optimal supply chain design. This is because mapping provides a complete picture of the current supply chain. It can also provide visibility into any alternate sites within the network that might be available and where parts and raw materials could be sourced.

The visibility that mapping provides may show to you that it is possible to move your supply chain without having to switch suppliers. Imagine if you mapped your tier one, two, and three suppliers in China. What you’d likely find is that 30% of them have manufacturing sites outside of China.6 Instead of onboarding new suppliers, which is extremely labor and cost intensive, you’d be able to easily shift to an alternate location with minimal disruption.


We need to start approaching supply chain regionalization with a sense of urgency, as regionalization is the first step toward addressing the risks and vulnerabilities affecting our supply chains.

However, this shift to more regional supply chains will not be easy. It will take significant investment and cooperation across both private industry and the public sphere. It will also take time. It took more than 30 years for China to become the dominant manufacturer to the world. Building this kind of capacity in other countries and regions will also take decades—which is why we need to start designing the supply chain for the next 50 years, now.


1. Patricia Van Arnum, “The U.S. Manufacturing Base: Generics,” DCAT Value Chain Insights (Sept. 8, 2021):

2. Michael J. Alkire, “Three Ways Premier Members are Driving Pharmacy Innovation During COVID-19,” Premier blog (Sept. 28, 2021):

3. Ibid

4. Heidi M. Peters, “Defense Primer: The National Technology and Industrial Base,” Congressional Research Service (February 3, 2021):

5. “United States and Canada Forge Ahead on Critical Minerals Cooperation,” U.S. Department of State media note (July 31, 2021):

6. Of the tens of thousands of suppliers that Resilinc maps in China, this percentage is typical.


Source: Bindiya Vakil, CSCMP’s Supply Chain (Quarterly)

China dejó de ser el centro manufacturero para 15 empresas de origen alemán, japonés y estadounidense, las cuales invertirán los próximos dos años cerca de 400 millones de dólares en León y El Bajío de México.

Esa relocalización de la empresas obedece a la intención de cumplir con las nuevas reglas del Tratado entre México, Estados Unidos y Canadá (T-MEC), así como ya no pagar altos precios de transporte y dejar de depender de la industria marítima.

“Hay alrededor de entre 14 y 15 proyectos en cartera de inversión (de compañías alemanas, japonesas y estadounidenses) para el municipio de Guanajuato, pero no hay uno que sea particularmente de una empresa de China”, revela Guillermo Romero Pacheco, secretario para la Reactivación Económica de León.

Las empresas alemanas y japonesas aprovechan este momento para cumplir con las nuevas reglas comerciales del T-MEC, especialmente el contenido de integración del 75%, señala el funcionario del gobierno del municipio de León.

Mazda importaba algunas piezas y autopartes de Japón, China, Singapur y otros países de Asia, pero ahora sus proveedores y otras empresas aterrizarán en México para que “tengan el acta de nacimiento regional y cumplan con el factor de integración”, dice a Forbes México.

“Están llegando algunos proveedores de Asia a instalarse a León, pero son ligados a las mismas fábricas automotrices”, comenta el ex director general de la Coordinadora de Fomento al Comercio Exterior del Estado de Guanajuato.

Los proyectos en cartera representan una inversión de entre 350 millones de dólares hasta 400 millones de dólares, los cuales serán cerrados y amarrados en los próximos dos años, dice el economista egresado del Tecnológico de Monterrey.

Según el secretario, entre los proyectos de inversión están los que apuestan a la industria automotriz y autopartes, así como servicios y ventas de mayoreo.

“No hay en este momento particularmente alguna petición o proyecto de inversión con capital chino en León”, agrega Guillermo Romero Pacheco.

Desde hace muchos años están operando empresas de origen chino o se aliaron para producir suelas, accesorios, herrajes y autopartes, añade.

En la parte automotriz en los últimos cinco años llegaron entre 2 y 3 empresas de capital chino para ser proveedores de la industria automotriz a León, apunta el funcionario.


La presencia de China en San Luis Potosí

“Tengo conocimiento de que 4 empresas chinas llegaron al Bajío en los últimos dos años, especialmente en San Luis Potosí”, señala David Novoa Toscano, presidente de la Asociación de Empresas Proveedoras Industriales de México (Apimex).

Las empresas de origen y capital chino se dedican a la producción de autopartes para las armadoras como BMW y General Motors con fuerte presencia en San Luis Potosí, dice el empresario.

Cada vez más empresas están buscando productos mexicanos, si bien un gran porcentaje de las exportaciones de México van a Estados Unidos, hoy en día las empresas quieren y están buscando más proveeduría local y hay un tema conocido como nearshoring.

Los empresarios y empresas estadounidenses quieren el producto en dos días, porque ya no les es rentable esperar hasta seis meses los contenedores importados de Asia a puertos como Long Beach en California, destaca Novoa Toscano.

“Esperar seis meses para tener producto en Estados Unidos, pues es un mundo de tiempo en uno de los países de mayor consumo de bienes y servicios a nivel mundial”.

México, Guanajuato y León tienen la capacidad para colocar producto en sólo tres días en cualquier parte de Estados Unidos, agrega el representante de los proveedores.

“El americano viene a México a buscar más proveeduría y quien le maquile, porque ya no quieren estar en Asia y las empresas con operaciones en México les llevan un mes de ventaja en el trayecto”, expuso el presidente de Apimex.

Las empresas al dejar Asia encuentran muchas ventajas por instalarse en el Bajío, especialmente ya no dependen de la industria marítima que vive una crisis por la pandemia de Covid-19, recuerda el presidente de Apimex.

En enero de 2020, cuando se daban los primeros contagios de Covid-19, el traslado de un contenedor de 40 pies desde los puertos chinos de Shanghái, Ningbo, Yantian, Xiamen, Qingdao y Hong Kong a Lázaro Cardenás costaba sólo 2 mil dólares.

Para la tercera semana de noviembre de 2021, las navieras APM-Maersk, Mediterranean Shg Co, Cosco Group, CMA CGM Group Hapag-Lloyd, Ocean Network y Evergreen Line cobraban 13 mil 500 dólares por traer la misma caja cargada con mercancía de China a México. En octubre de 2021, el traslado de un contenedor de 40 pies llegó  a costar más de 14 mil 265 dólares.

China tiene Alibaba, y Pinduoduo entre las cinco empresas de comercio electrónico por volumen de negocios del mundo. Estados Unidos tiene a Amazon en el segundo lugar y Canadá a Shopify.


Source: Enrique Hernandez, Forbes Mexico


Mexico’s economy appeared to limp into 2022. But factory-filled states along the U.S. border are thriving, with the country’s exports surpassing $80 billion in the first two months of the year.

Due to strong U.S. demand and a revival of the auto sector, investors are moving in and banks are getting ready to finance new projects. Exports of non-petroleum goods grew almost 27% in February compared with the year earlier. If you’re interested in cars, toys, or medical supplies, there’s probably a company ready to ship through the world’s busiest border.

Mattel, the maker of Barbie dolls and Hot Wheels toy cars, announced in mid-March plans to make Mexico the site of its biggest plant in the world, a $47 million consolidation and expansion project that includes a 200,000-square-foot facility with some 3,500 workers.

Mexico’s Exports

The five Mexican states responsible for the biggest chunk of exports are all along the border. Monterrey-based Grupo Financiero BASE, which does half of its lending in the state of Nuevo Leon bordering Texas and includes among its clients everyone from orange growers to budget mobile-phone makers, expects that exports will grow another 6% in 2022.

“It’s a year of big opportunities,” Julio Escandon, BASE’s chief executive officer, said in a recent interview. “Because of the pandemic and probably the situation in Ukraine, the supply chain that comes from Asia is moving to Mexico.”

There’s a whole set of businesses that provide secondary projects, such as the makers of covers for jacuzzis or the seats of autos. Cars were scarce in part because of chip shortages that pushed up prices, but in February exports had grown by 32% from the year before, suggesting some of the worst missing-parts problems had been resolved.

Big Chunk

Battery maker Contemporary Amperex Technology is considering a Mexico plant to supply Tesla, though the deal is not yet closed. A series of votes at car production plants that slotted in new union representatives also suggests that labor conditions might become fairer, under pressure from the U.S. to respect trade agreement rules.

The rest of the country has been more slothful in its recovery, with a 2% expansion expected for 2022 according to a Bloomberg survey, but Escandon’s projections for the northern states are more optimistic.

“The demand from the United States does not stop growing. There’s an expansion of plants, but the existing warehouses are not enough for this level of growth,” he said.

A Logistical Nightmare

Climbing Congestion Costs | A measure of U.S. supply-chain pressures rose to a record, adding to already stiff inflationary headwinds from logistics amid dwindling warehouse space and unprecedented inventory costs. The Logistics Managers’ Index advanced for a third straight month in March, reaching 76.2 from 75.2 in February. “Continued inventory congestion has driven inventory costs, warehousing prices, and overall aggregate logistics costs to all-time high levels,” the report stated. “This is putting even more pressure on already-constrained capacity.”

Source: Bloomberg

In 2021, Mexico was NFL season tickets, a Premier League football match, the Met Gala, and a Formula1 race, all rolled into one. The sign said ‘sold out’ and yet global firms kept arriving to the standing room-only country, hoping for admission. Owners of industrial real estate across the country found themselves in the right place at the right time. Most major markets saw historically low vacancy rates ranging from .5% to 5%, as a result of strategic perspective shifts from global players.

Despite the pandemic and rising fuel costs, Mexico was almost perfectly positioned for a record spike in demand for industrial real estate. Some markets saw 40-100% increases in leasing while a lack of inventory required many global operators to delay expansion or new entry for 6-12 months. By Q3 2021, most industrial transactions were registered as new build-to-suit construction, to lease or own. This has required longer lease terms,
averaging 7-10 years, at lease rates which escalated 10-20% during the last 18 months.

Medical, aerospace, and automotive sectors initially slowed during 2020, but rebounded by 2021, while logistics and fulfillment sharply escalated. Scores of new fulfillment operations expanded into Mexico, often leasing more than 100,000 square feet. These range from existing firms to new operators from US, Canada and Europe, as well as a large influx of Pacific Rim-based companies entering Mexico to avoid future tariffs and duties, and US firms reshoring from China.

Office and retail sectors have paralleled the US experience during the last 18 months. Construction has slowed, and land-lords are working to retain tenants and rebalance their portfolios.

The unique selling point of Mexico continues: Labor rates are a fraction of the US market, real estate values and prices are still competitive, and the ability to ship overnight to US markets greatly enhances the competitive advantage. Global industrial operators will turn the corner on 2021 and continue the same pace into 2022, as strategic planners in board rooms in Asia, Europe and the US plan further record investment, and leverage Mexico’s continued strategic advantage as a major industrial platform for all of North America.

If you want to consult the full Global Market Trends & Predictions for the Year by NAI Global, Click Here.

La selección del destino de inversión de cualquier proyecto industrial ya sea expansión, reubicación y/o consolidación, es el resultado de un análisis que muestra la suma de los factores clave para la operación de la empresa.

Al llevar a cabo cualquier transacción de bienes y raíces: un arrendamiento, una compra-venta y/o un proyecto de construcción a la medida; Existen factores generales a evaluar como la ubicación, los precios, la disponibilidad de mano de obra y la calidad de vida en cada una en las plazas que compiten por el proyecto. 

Sin embargo, es importante recalcar que cada proyecto que se gesta dentro de las organizaciones tiene una identidad singular y por tanto, necesidades únicas a cumplir para poder hacer de la nueva ubicación un centro de utilidades.

El análisis que proviene del área de operaciones es fundamental. Es necesario comprender cuál es el origen del proyecto ya sea un nuevo contrato que se ha ganado recientemente y que exige cercanía al cliente final;  la llegada de nuevas líneas de producción que generan la necesidad de espacio adicional para el almacenamiento de la nueva maquinaria y la que se va reemplazando; una nueva planta industrial derivada del crecimiento del negocio; la consolidación de diferentes puntos de producción y almacenes bajo un solo techo con la finalidad de hacer más  eficiente la operación, o bien una nueva inversión en el país con la finalidad de entrar y posicionarse en el mercado.

Cada uno de los escenarios anteriores requiere que el equipo de Brokerage  realice una profunda evaluación del mercado y de la situación actual del cliente,  que les permita a los tomadores de decisiones la elaboración de un caso de negocios que contenga la siguiente información:


  • Las diferencias existentes al operar en las distintas regiones del país una planta de producción y/o almacén, por ejemplo: la frontera vs. la región bajío o el sur.  Estas pueden ser identificadas a través de un estudio que identifique claramente los costos de producción, aspectos clave de logística para el proyecto, las tendencias del mercado de bienes raíces y los aspectos de calidad de vida en cada una de las plazas.

  • Las oportunidades y retos existentes en cada una de las plazas de acuerdo con el ciclo de mercado que atraviesan, es decir; actualmente hay algunos mercados como Tijuana en los que la disponibilidad de Tierra y la disponibilidad de inventario es escasa, mientras que la Región del Bajío experimenta la situación contraria, generando que la alta oferta ofrezca para los usuarios/inversionistas precios sumamente competitivos y la posibilidad de elegir entre edificios existentes o construir uno nuevo.

  • Otro factor decisivo son los actores clave del mercado en cada una de las plazas, tanto del lado de los bienes raíces (oferta) como del lado de operaciones (clientes potenciales, competencia, etc.) con la finalidad de identificar las estrategias y acciones que deberán implementarse para llevar a cabo el proyecto.

  • El costo total de ocupación; este puede ser determinante para la toma de decisiones, sabemos que todo buen estudio de proyecto deberá culminar con un análisis financiero que refleje de manera clara además del monto total de inversión, el costo que representará para el usuario/inversionista la apertura y/o reubicación de su nuevo centro de operaciones, almacenaje y/o distribución.

Toda la información obtenida de los puntos mencionados no debe ser tomada de manera aislada, sino que deberá integrar un análisis profundo que alineado a los planes de la compañía dará como resultado un escenario óptimo para la evaluar y determinar el mercado de mi nuevo proyecto industrial.


Si actualmente tu compañía está evaluando algún proyecto de expansión, reubicación y/o consolidación @Fernanda Martínez y @Luis Miguel Torres pueden ayudarte a realizar tu evaluación a través de un análisis de selección y sitio. 

Arrendadores y arrendatarios haciendo un buen trato

¿Qué aspectos considerar al renovar y/o establecer un nuevo contrato de arrendamiento?


La eficiente administración del portafolio de los activos fijos debería ser parte fundamental de la estrategia a largo plazo dentro de las corporaciones; los beneficios de hacerlo son de gran impacto no sólo al enfrentarse a la firma o renovación de arrendamiento sino también en las finanzas de quienes poseen o administran un activo fijo.

La conciencia sobre del estado de las propiedades de la organización es lo que permite a las corporaciones garantizar el mejor uso de los activos (naves industriales de manufactura y/o almacén, terrenos y edificios de oficinas) así como optimizar el valor de las inversiones realizadas. Esto implica actualizar los valores en libros de los activos tomando en cuenta las depreciaciones o plusvalías que el mercado y las condiciones de los bienes generen sobre los activos de la compañía,

Sin embargo, dado el entorno actual del mundo de los negocios regido por la globalización, los procesos de fusiones, adquisiciones y alianzas estratégicas entre sociedades nacionales e internacionales, las compañías integran equipos multiculturales de trabajo, ubicados en diferentes países y cuya estructura en ocasiones dificulta el conocimiento total del número de activos que posee el grupo en cuestión.

Entonces, ¿Cómo iniciar?

Las siguientes son algunas acciones que pueden marcar la diferencia en la administración de activos al interior de la compañía:

  • Realizar un inventario de todos activos que incluye el portafolio de bienes y raíces es un primer paso para iniciar un plan estratégico de administración y gestión de las naves, terrenos y oficinas.
  • Identificar los arrendamientos vigentes le permitirá a la compañía realizar auditorias sobre éstos, buscando homologar las prácticas comerciales. 
  • Crear y mantener actualizadas bitácoras del estado de las propiedades, así como las mejoras realizadas durante la vida de los contratos.

En el caso de las renovaciones será vital poner atención en los siguientes aspectos para lograr una negociación exitosa:


  • Estado Actual de la Propiedad: 
  • ¿Qué actividades de mantenimiento es necesario realizar para lograr la mejor operación del activo? Algunas de las más comunes son: re-encarpetamiento del estacionamiento, reemplazo de los tragaluces del techo, pintura interior y exterior, ampliación del área de oficinas y/o del almacén, etc. Una vez identificados todos los trabajos a realizar, será necesario realizar un presupuesto.
  • Revisión del Contrato de Arrendamiento: para identificar los derechos vigentes que se tienen, principalmente los derechos de prórroga así como las condiciones de precio e incrementos pactados.
  • Situación Actual del Mercado: un estudio profundo del mercado actual sentará la bases para la negociación de los términos y condiciones a pactar.

Conocer la oferta actual disponible, así como el análisis financiero de los costos para una reubicación son los factores indispensables para poder lograr una buena negociación.

Es importante considerar los puntos antes mencionados, además de enlazar las necesidades de la compañía con las propuestas de todos sectores involucrados en el proceso, sin perder de vista las diferencias socio -culturales entre ellos. 

Por estas y otras razones es que los Brokers, son de gran utilidad; ya que son responsables de facilitar el proceso de negociación dentro de los grupos y corporaciones, cuentan con toda la información necesaria para lograr un buen trato y tienen vasta experiencia tratando con los desarrolladores y propietarios locales.

En NAI Mexico, contamos con profesionales en los mercados más importantes del mundo que están dispuestos a ayudar a facilitar tus procesos de arrendamiento, renovaciones, expansiones y fusiones.

¿Su compañía atraviesa algún proceso como estos?

Si deseas conocer más sobre un proceso el proceso de renovación de los arrendamientos puedes contactar a Fernanda Martínez.


Durante el quinto mes de 2021, la demanda bruta de espacios inmobiliarios industriales en México fue de 354,000 metros cuadrados (m2), lo que da un acumulado de 804,000 m2 para el periodo abril-mayo, de acuerdo con cifras de Solili, plataforma de información inmobiliaria.

Durante el primer trimestre de este año (1T21), la demanda total fue de 1.2 millones de m2, por lo que se espera que para el segundo trimestre las cifras sean superiores y reporten incrementos entre 10 y 15 por ciento, resaltó en su reporte mensual.

El mercado de demanda inmobiliaria de Ciudad de México concentró la mayor parte de la demanda nacional y para el periodo abril-mayo representó 21% de la demanda total. Entre los corredores que más destacaron se encuentra Tepotzotlán que agrupó el 68%, seguido por Cuautitlán y Toluca.

Mercados importantes a nivel país como es el caso de Monterrey y Tijuana, registraron al cierre de mayo una demanda bruta de 56,000 m2 y  44,000 m2, respectivamente. Los sectores automotor, manufacturero y retail son los de mayor actividad en la demanda industrial de estas ciudades.

Apenas esta semana, Terrafina, un fideicomiso de inversión en bienes raíces industriales (Fibra), anunció que firmó un contrato de arrendamiento para un edificio build-to-suit en Tijuana de 32,887 m2 con un “participante líder en el segmento de comercio electrónico”.

“Complementando este nuevo proyecto de desarrollo, se cuenta con una carta de intención por 18,580 m2 adicionales para una empresa de empaques que busca atender sus actividades relacionadas con el comercio electrónico. Se espera que estos proyectos de desarrollo requieran una inversión total de 43.5 millones de dólares y generen un estimado de 4.1 millones de dólares en ingresos operativos netos (ION) al año. Ambos proyectos se estiman concluir para el tercer trimestre de 2021”, de acuerdo con un comunicado de Terrafina.

En el reporte de Solili también se mencionó que uno de los mercados que a nivel nacional reportó durante mayo una actividad de arrendamiento destacada fue Saltillo, que totalizó un poco más de 85,000 m2. La demanda de este mercado está siendo impulsada por desarrollos hechos a la medida para empresas manufactureras.

Así mismo, el mercado industrial de Guadalajara durante el 1T21 mostró niveles históricos de demanda, sin embargo, durante los siguientes 2 meses los números se mantuvieron activos, pero sin llegar a lo reportado durante el primer trimestre.

De acuerdo con Solili, este mercado alcanzó en mayo poco más de 19,000 m2 de demanda industrial, pero al sumar valores del periodo abril-mayo la cifra es de casi 50,000 m2.

San Luis Potosí y Aguascalientes, 2 de los mercados que tradicionalmente tienen menor actividad en la región del Bajío, continuaron dentro de la preferencia de capitales extranjeros para invertir. Durante el mes de abril tuvieron un repunte en su demanda y en mayo continuaron con esta tendencia, tan solo en el último mes San Luis Potosí alcanzó una cifra superior a los 19,000 m2, mientras que Aguascalientes un poco más de 13,000 m2. Los montos de demanda estuvieron impulsados por inversiones asiáticas y norteamericanas con proyectos hechos a la medida en el área de robótica y automatización.

La demanda inmobiliaria en Reynosa alcanzó en mayo una cifra de demanda de 33,000 m2 en naves especulativas existentes, además se espera que en el próximo mes se concreten algunas transacciones adicionales, por lo que se estima un repunte en la demanda de este mercado. La demanda inmobiliaria en Mexicali a la par de Reynosa, fue uno de los mercados cuya demanda en mayo superó la del mes anterior y cerró con una cifra superior a los 8,000 m2 en el corredor Mexicali-San Luis Colorado.

En mercados como Ciudad Juárez, Querétaro y Chihuahua se registraron escasos movimientos en la demanda, sin embargo, hay un importante número de negociaciones avanzadas especialmente en Ciudad Juárez, en donde se espera que durante junio se concreten y coloquen a este mercado como uno de los más activos en este indicador a nivel nacional.

Cabe recordar que recientemente la Secretaría de Economía informó que el país captó un total de 11,864 millones de dólares (mdd) por concepto de Inversión Extranjera Directa (IED), en cifras preliminares, un monto 14.8% mayor que el del mismo periodo del año pasado e igualmente la mayor cifra para un primer trimestre desde que la dependencia federal lleva el registro (1999).

La nueva oferta industrial, es decir, lo que pasó de estar en construcción al inventario existente, durante mayo fue de casi 123,000 m2 a nivel nacional. Cerca del 80% de esta nueva oferta se sitúa en los mercados de Querétaro, Ciudad Juárez y Monterrey.

Destaca Guanajuato que finalizó el mes con la culminación de 2 proyectos hechos a la medida con 12,000 metros cuadrados en total, correspondientes a empresas de manufactura. Saltillo, Tijuana y Mexicali son mercados que registraron incorporaciones de nuevas naves a sus inventarios en cantidades poco significativas, menores a 5,000 m2.

Se inició la construcción de 126,000 m2, lo que sumado al mes de abril da un total de 358,000 m2. En mercados con fuerte vocación manufacturera como es el caso de Saltillo, San Luis Potosí o Aguascalientes, el tipo de construcción en su mayoría fue de proyectos hechos a la medida, mientras que la demanda inmobiliaria en Monterrey, Tijuana, Ciudad de México y Guadalajara predominó la construcción de proyectos especulativos.

El indicador de desocupación durante mayo reportó un fuerte incremento, al pasar de 45,000 m2 en abril a 200,000 m2 al finalizar mayo. Este indicador fue favorecido por el incremento de espacios desocupados en el mercado de Ciudad de México, que concentró casi el 50% de la cifra total.

En términos generales, al cierre de mayo 2021 los mercados de Monterrey, Tijuana y Guadalajara consiguen demandas netas positivas con valores significativos, lo que garantiza la misma tendencia hacia buenos resultados en torno al próximo cierre trimestral.

La capital seguirá liderando en cuanto a cantidad de demanda y como una de las principales ciudades donde se inicien nuevas construcciones al igual que Guadalajara y Ciudad Juárez. Esto asegura una amplia oferta industrial con múltiples opciones de ubicación geográfica, diversidad de tamaños y oferentes, lo que maximiza la posibilidad de negociación para el potencial demandante de espacio industrial, de acuerdo con Solili.

Revisa aquí la programación de: Diálogos Empresariales de Logística.