Choosing the right logistics operator makes the difference between surviving and dominating in international markets. Companies that turn their transport providers into strategic partners obtain measurable advantages: a 15-20% reduction in operating costs, a 30% improvement in delivery times, and a 45% decrease in customs incidents.
Fundamental capabilities of the international logistics operator
Geographic coverage and distribution network
A competitive logistics operator must demonstrate a consolidated presence in strategic corridors. Traxión, with more than 70 years of experience and 24,600 employees, handles 1.4 million tons annually through a network that includes 1.2 million square meters of storage strategically distributed in Mexico, Brazil, and Colombia.
Multimodal integration capability is critical. Transport operators are responsible for protecting and delivering goods to their agreed destination, regardless of the means of transport, in compliance with international safety standards and certifications. This flexibility allows routes to be optimized by combining land, sea, and air transport according to the specific needs of each operation.
Proven experience in customs management
Customs management represents a critical bottleneck in foreign trade. The transport partner must have specialized teams that are proficient in international documentation, particularly the FIATA Negotiable Multimodal Transport Bill of Lading (FBL) for maritime operations and the Non-negotiable FIATA Multimodal Transport Waybill (FWB) for air and land transport. Regulatory compliance through AEO (Authorized Economic Operator) certifications and adherence to WTO and IATA regulations is non-negotiable, as are established protocols for resolving unforeseen situations at the border.
The Colgate Distribution Center operated by Solística exemplifies this capability: 100,000 m² processing 162 million boxes annually with monthly turnover of $125 million USD, maintaining full regulatory compliance in every transaction.
Real-time monitoring technology and systems
Management and traceability platforms
Complete visibility of the chain requires advanced technological integration between Transportation Management System (TMS) and Warehouse Management System (WMS) systems. 24/7 monitoring from risk centers represents the modern operational basis: units must have approximately 30 safety devices, including GPS telemetry, fuel control, operator rating, and anti-collision systems. This infrastructure allows incidents to be anticipated and resolved before they impact operations.
Key performance indicators (KPIs)
Logistics KPIs require continuous monitoring to ensure optimal service levels. The waiting time from receipt to preparation for transport, the fleet utilization level with a target of 95-100% capacity utilization, deliveries within the agreed time window, and optimized transport costs per ton through load consolidation make up the essential control panel.
As established by modern traceability methodology: Real-time availability of information on the status of cargo enables better operational planning to reduce costs, real-time incident management, and compliance with current regulations.
Operational flexibility and adaptability
Service modalities
Operational versatility must range from Full Truckload (FTL) for shipments of 10-24 pallets or 4.5-20 tons, to Less Than Truckload (LTL) with shared space optimization. Cross-docking allows for direct transfer without storage, while last-mile delivery ensures urban coverage with precise delivery windows. Each mode requires specific infrastructure, technology, and expertise that the operator must demonstrate with verifiable cases.
Cultural integration and change management
From transactional supplier to strategic partner
Transformation requires evolution in three critical dimensions. Process alignment means that internal teams view the logistics operator as an extension of the company, sharing KPIs, business objectives, and expansion plans. Two-way communication through joint committees, weekly follow-up meetings, and direct channels for incident resolution strengthens mutual trust through transparency in costs and margins.
Joint investment in improvements sets strategic partners apart: the operator must be willing to invest in technology, infrastructure, and specific training. The cases of Imagen Macro (2019) and Imagen Ceus (2020) demonstrate how collaboration generates superior service levels through shared investment and regional knowledge transfer.
Risk management and business continuity
The transport partner must have documented contingency plans for supply chain disruptions, comprehensive insurance covering merchandise, civil liability, and environmental risks, certified and auditable security protocols, and proven response capabilities in the event of natural disasters or geopolitical crises. This preparation is not optional in today's international trade.
Successful implementation cases
Colgate CEDIS Macro Operation
The comprehensive management of Colgate's largest distribution center in Latin America demonstrates scalable capabilities with 132,800 pallet positions processing 1.3 million metric tons annually. The operation stands out for achieving 54% female inclusion in critical operational roles while maintaining full technological integration with corporate systems, setting a regional benchmark in efficiency and diversity.
Evaluation criteria and final selection
Strategic decision matrix
The selection should be based on a weighted quantitative assessment:
Operational capacity (35%): Owned versus outsourced fleet, storage infrastructure, geographic coverage, and current certifications.
Technology and systems (25%): Monitoring platforms, integration capacity, analysis tools, and proven investment in innovation.
Industry experience (20%): Demonstrable success stories, references from similar clients, knowledge of specific regulations, and proven handling of specialized products.
Economic proposal (20%): Transparency in cost structure, flexibility in pricing models, sharing of savings generated, and investment in continuous improvement.
Validation through controlled pilot
Before committing to full operations, implementing a 3-6 month pilot test allows you to validate compliance with committed SLAs, actual problem-solving capabilities, communication and reporting quality, as well as cultural alignment with internal teams. This validation phase reduces risks and establishes a solid foundation for a long-term relationship.
Continuous optimization and evolution of the alliance
The relationship with the transport partner must constantly evolve through quarterly performance reviews, proactive identification of opportunities for improvement, and adjustment of processes according to changes in the market. The implementation of methodologies such as Six Sigma or Lean Logistics ensures sustained optimization and incremental competitive advantage.
Nearshoring represents both an opportunity and a challenge. Operators that demonstrate the ability to adapt quickly to changes in trade flows, especially in Mexico-United States corridors, will offer significant competitive advantages in the coming years. Preparedness for this scenario distinguishes strategic partners from transactional suppliers.
Transform your international supply chain with a logistics partner that understands your business objectives. Request a personalized assessment of your transportation needs and discover how strategic integration can reduce operating costs while accelerating your growth in global markets.
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