Trucking and intermodal do not compete, they complement each other. Through the vision of Joss Romero, CEO of Multimodal Solutions Cargo, we explore how this strategic alliance drives efficiency, sustainability and collaborative growth in the Mexican logistics chain.
In Mexico's logistics conversation, trucking and intermodal transportation have often been portrayed as two competing models. However, operational reality shows that they not only complement each other: they need each other for the supply chain to function with efficiency, traceability and continuity.
In the experience of Joss Romero, CEO of Multimodal Solutions Cargo, the motor carrier represents the first and last link in any intermodal operation. Without it, no container could start or finish its journey.
"The first contact the customer has is with the motor carrier operator, and the last contact is also with him," he explains.
The idea of competition between both modes of transportation has limited the development of intermodalism in Mexico. According to Joss Romero in a talk with Ruta T&T, the challenge is to change the perception and form alliances.
Trucking is not an external actor: it is a key partner in the door-to-door model. Without their participation, the overall efficiency of the service would simply not be possible.
Most of the barriers stem from a lack of knowledge. There are myths about its profitability or the idea that intermodal is only for large corporations. However, Multimodal proves the opposite: there is no small customer or small partner when it comes to building logistics solutions.
The role of the Intermodal Marketing Company (IMC) is precisely that: to develop suppliers, provide technical training and support carriers wishing to incorporate first and last mile haulage into their operation.
The transition requires adjustments - from understanding the type of cargo, its packaging and lashing, to weight distribution within the container - but each technical step is part of a process that ensures safety, efficiency and sustainability.
Joining the intermodal model does not mean losing independence, but rather gaining stability and performance. The local circuit scheme offers both operational and human advantages by reducing unit wear and tear, optimizing time and administrative resources, and improving the quality of life of operators, who can return home more frequently. In addition, carriers that join the intermodal network have access to a more traceable operation, with better planning and the possibility of diversifying their service portfolio.
Before converting a route to intermodal, three essential variables are analyzed: origin, destination and type of product. Based on this, the feasibility of rail service and the necessary adjustments in packaging, blocking and securing are determined.
The objective is not to "lower costs", but to make logistics more efficient, safe and profitable for all involved.
Multimodal has shown that intermodalism is not reserved for large fleets. From a line with two tractors to consolidated companies, all can be gradually integrated.
Support is constant: technical advice, contacts with terminals, route design and coordination with railroads and customers. The intermodal connection is built between people, equipment and companies, not only between modes of transport.
Although the national rail infrastructure is still under development, the private sector has promoted corridors that strengthen the country's logistics network. The challenge now is to disseminate, educate and connect. Each new route and each trained carrier expands the sector's response capacity. The opportunity lies in growing together, with collaborative vision and technical commitment.
The growth of intermodalism will not displace trucking: it will strengthen it. The connection between both models generates more efficient, sustainable and humane operations, where each link contributes value and trust. Because in the end, as Joss Romero points out,
"The intermodal connection is made by people, companies and everyone's work."
