Only 2 percent of companies have managed to completely implement their Nearshoring or Onshoring strategies in North America, so Mexico needs to transform their economy quickly to take advantage of the phenomenon.
“In Mexico, Nearshoring represents a great opportunity, but requires a deep transformation in the operational capacities of companies,” says Jordi Ciuró, specialist.
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“Companies that implement intelligent strategies of ‘Right-Shoring’, combining closeness, efficiency and resilience, will not only be better prepared to face disruptions, but can also capture gross margin improvements of up to 30 percent,” he adds.
He added that the interest in Nearshoring has grown in response to the need to build more resilient supply chains, reduce costs and anticipate geopolitical disruptions.
According to the study Nearshoring: Overcoming the Obstacles, Last year more than 57 percent of companies move their supply centers due to proximity to the manufacturing plant, another 52 percent due to customer proximity.
51 percent of companies used Nearshoring to find a reduction in labor costs, 47 percent of firms for an improvement in product sustainability.
According to the study, 39 percent of respondents considered the response to potential regulation to move their operations and 32 percent the differentiated manufacturing capabilities.
“While traditional continuity issues remain relevant, labor cost and sustainability emerge as key factors,” he said.
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42 percent of the executives surveyed said that their current operating model combines onshoring, Nearshoring and Offshoring, a practice known as Split-Shoring, which seeks a balance between resilience and cost efficiency.
Approximately 31 percent maintain a more traditional offshoring approach, and only 27 percent bet on a strategy focused exclusively on onshoring and nearshoring.
Companies must invest in technological abilities such as predictive analytics, risk monitoring, deep traceability in the supply and automation chain.
“These tools allow to evaluate scenarios, identify strategic suppliers and comply with local regulations with greater precision,” he said.
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Building resilient networks implies strengthening relationships with suppliers and promoting collaboration within the sector to facilitate efficient transition towards new geographies. In a volatile global environment, bringing production becoming a key competitive advantage.
