Q: Grupo Zeit is closely tied to the automotive sector, which faces tariff uncertainty, higher costs, and geopolitical disruptions. How have these factors changed your operations over the past year?
A: This has been a year of change, uncertainty, and opportunity. The automotive industry continues operating, but companies are adjusting production, investment, and logistics strategies as they assess tariffs, nearshoring, and broader geopolitical risks.
At Grupo Zeit, we continuously monitor market conditions so we can anticipate disruptions and help clients make informed decisions. Our role is to provide logistics and supply chain expertise while they focus on manufacturing. For example, we alert clients when maritime freight rates are expected to increase so they can bring forward shipments when possible. Import rates from Asia have risen every two weeks and are now close to US$7,000 per container, compared with previous levels of US$1,000–US$2,000.
We also monitor changes in foreign trade regulations. When a product faces new requirements, we advise clients to verify compliance before shipping. Addressing these issues before the cargo arrives helps prevent delays, additional operating expenses, and other avoidable costs.
Q: How are automotive companies changing their supply chains in response to higher tariffs for Asian products?
A: Companies are evaluating new sourcing and production strategies, but they must ensure these changes comply with trade and customs regulations. Using Mexico merely as a transit point for Asian goods can be considered triangulation and may create significant risks. Authorities in Mexico and the United States are increasing scrutiny of origin declarations, regional value content, and eligibility for tariff preferences. Companies must demonstrate that their products genuinely meet the applicable requirements before claiming preferential treatment.
A poorly designed strategy may allow goods to enter Mexico but create barriers when they are later exported to the United States. Companies should prioritize compliant sourcing, carefully verify origin requirements, and avoid strategies that could expose companies to tariffs, delays, or penalties.
Q: With negotiations addressing industrial rules of origin, automobiles, steel, aluminum, and economic security, how are customers preparing their supply chains for a more uncertain North American trade environment?
A: Our customers are evaluating different scenarios, but they are not assuming that the review will eliminate the benefits of North American trade. Any agreement must provide value to all three countries, even if some conditions become less favorable. The priority is to identify which benefits will remain and adapt supply chains around them. Companies should focus on the rules, sectors, and trade preferences they can continue using rather than concentrating only on potential restrictions.
Mexico will also retain a fundamental advantage: its proximity to the United States. That geographical position supports shorter supply chains, faster delivery times, and lower exposure to disruptions than sourcing from more distant markets.
Even if tariffs increase moderately, Mexico can remain competitive as maritime freight, fuel, and logistics costs rise. In many cases, manufacturing in Mexico will continue to be more efficient than importing products from Asia. The country should continue to strengthen regional supply chains, improve resilience, and prepare flexible strategies for different outcomes from the review.
Q: Grupo Zeit described innershoring as a way for Mexico to build more self-sufficient supply chains. How has this approach evolved over the past year?
A: Innershoring remains highly relevant, although companies are moving forward more cautiously because tariff uncertainty has increased the level of analysis required before making new investments in Mexico. Even so, the country remains attractive to foreign investors because of its industrial base, location, and access to the North American market.
More companies are moving from discussing localization to actively asking what products and services they can source within Mexico. The process is still gradual, but businesses are becoming more aware of the need to strengthen domestic supplier networks and reduce dependence on imports. At Grupo Zeit, we support this transition by connecting clients with suppliers that are already established in Mexico. When an automotive customer needs a specific product, for example, we identify local companies that may be able to provide it and facilitate the initial contact.
The private sector is driving much of this effort. To accelerate innershoring, Mexico also needs stronger public policies, investment in education, and a larger pool of qualified workers. The potential is significant, but developing more self-sufficient supply chains will require greater coordination between companies, government, and educational institutions.
Q: Which automotive segments are generating the strongest logistics demand for Grupo Zeit despite trade uncertainty?
A: Tier 1 and Tier 2 component suppliers are generating the strongest logistics demand. Many foreign manufacturers established in Mexico continue expanding and increasing exports to the United States, which has translated into higher shipment volumes for us. The companies performing best are those that adapted early to stricter regional value content requirements. They increased the share of Mexican inputs in their products, relocated suppliers, and redesigned logistics networks to comply with market conditions and preserve access to North American trade benefits.
We are also seeing growth among assemblers and in segments linked to EVs, electric trucks, and heavy-duty vehicles. Autonomous trucking is advancing internationally, but adoption in Mexico is expected to be slower because of security, infrastructure, and broader social challenges. Even so, logistics providers must closely monitor these technologies and prepare their operations to support the sector as demand and mobility models continue evolving.
Q: Which Mexico-US routes and industrial corridors are most important for Grupo Zeit, and where are you seeing the strongest growth in demand?
A: Cross-border trucking between Mexico and the United States remains the core of our operations. The strongest demand comes from shipments originating in northern Mexico and the Bajio, with both imports and exports moving through the main border crossings. We also manage significant cargo flows from the ports of Manzanillo and Veracruz to industrial and consumption centers across Mexico. These routes remain essential for companies importing components and finished goods.
At the same time, we are seeing growing interest in rail and multimodal logistics, particularly around projects connecting Celaya and the broader Bajío region. These services have strong potential to reduce congestion on major highways and provide companies with more efficient transport alternatives.
Some companies remain concerned about security and transit times, but these challenges should gradually improve as multimodal services expand and mature. The development of new rail infrastructure also reflects continued industrial and logistics demand in Mexico. The country remains highly competitive for companies that can identify and take advantage of these opportunities.
Q: What changes is Grupo Zeit making internally to capture new opportunities, and what are its main objectives for the rest of 2026?
A: We are deepening our specialization in the automotive industry rather than trying to serve every market. This allows us to understand not only automotive logistics, but also the operational consequences of delays, line stoppages, and supplier disruptions. Internally, we are strengthening quality controls and carefully selecting carriers and logistics partners, particularly because equipment reliability and on-time delivery are critical for automotive customers. We also began the ISO 9001 certification process to improve service quality and standardize our operations.
Another priority is expanding our own warehousing infrastructure. As a 3PL, owning more operational assets will help us reduce subcontracting, limit the number of intermediaries, and provide clients with greater control, efficiency, and cost visibility.
For the rest of 2026, our objectives are to complete key stages of the certification process, continue developing our warehouses, and sustain growth, which is already exceeding our initial target for the year. We will also remain closely involved with automotive clusters to strengthen our technical knowledge through training, plant visits, and engagement with areas such as electromobility.
Grupo Zeit is a Mexican company with global coverage that specializes in logistics. It offers tailor-made solutions to customers by adapting to their supply chain.
Source: mexicobusiness.news
