What were some of the main milestones Leschaco achieved between 2023 and 2024, specifically in Colombia?

From a business perspective, 2024 started slow, signaling the same trend observed in late 2023. However, since Q2 2024, we noted increasing volumes, leading to a more optimistic outlook for the second half of the year. We are still facing a complex and delicate global environment, and according to our customer's forecasts, we do not anticipate a full recovery before 2025 or even 2026. 

Internally, a significant focus for Leschaco remains the integration of our Colombian entity following the acquisition of the Coltrans group at the end of 2022. In June, we announced the strategic decision to rename four out of the five acquired companies. The fifth entity, our customs agency, will be rebranded by mid-2025 since we are prioritizing its AEO (Authorized Economic Operator) certification process. We aim to become a recognized logistics leader for the chemical industry in Colombia and extend our influence into the whole region.

Where do you see the potential for growth in Leschaco's business?

In Mexico, for instance, the nearshoring boom and a robust automotive sector have driven significant growth in 2024. Similarly, the pharmaceutical industry represents a great opportunity for us to grow. The chemical, pharmaceutical, and automotive industries demand more than just quoting a freight rate; they require high-level operational excellence, specialized market expertise, and product knowledge. This reflects Leschaco's core strengths: leveraging our experienced team across all regions, offering integrated solutions for complex logistics challenges.

What other global trade opportunities do you see for Latin America besides nearshoring?

The US/China trade conflict will keep having an important impact on the global economy. It is interesting to see how Latin America strives to balance its interests rather than just aligning exclusively with one major global player. Over the last decade, the trade between China and Latin America has been growing significantly despite the US maintaining its position as the primary trade partner for most Latin American countries. Additionally, I think there is a lot of potential in other trade agreements, like the one between Mercosur and the European Union. Latin America has the advantage of pivoting to different economies and cannot simply align exclusively with one major power over another.

How has the Lighthouse project been advancing so far?

The Leschaco Lighthouse product has proven to be a great technology for supporting our customers by enhancing supply chain visibility and reducing additional costs in today's complex environment. Supply chain disruptions occur across shipping and port operations, and minimizing unforeseen expenses and delays is crucial.

Lighthouse is not just a technological tool. This umbrella that let us offer 4PL and LLP services represents and embodies a comprehensive solution supported by a dedicated team. Combining technology with human expertise to introduce new customer-centric products has driven substantial regional growth, moving beyond just local strategies. As such, we can offer regional solutions on a unified platform. We have received positive feedback from our customers using Lighthouse, and I think it will remain a pillar for our growth opportunities in the coming years.

What is Leschaco's approach towards sustainability discussions with other stakeholders?

This topic has a two-layer approach. Internally, in 2022, we have launched the road to zero emission initiative as part of our Big Picture strategy, which focuses on achieving CO2 neutrality across our organization by 2030. This includes plans for our facilities, vehicle fleet, electricity usage, and even travel behaviors. We are already providing transparent data and information to both our customers and business partners, letting them track our progress. Leschaco recognizes that the path to climate neutrality is a permanent and important task, and the company is committed to constantly challenging its operating habits and improving where possible.

Externally, discussions about sustainability include engaging with our customers and stakeholders like shipping lines, trucking companies, and warehouse operators to see how we can make the entire supply chain more sustainable. I think these discussions are an interesting approach to sharing different insights on sustainability and fostering collaboration and exchange of information, specifically under growing pressure from the industry and the governments.