Spain–Mexico Business Meeting 2026: Investment, Logistics and New Opportunities in a Strategic Market

Spain and Mexico: A Relationship That Is No Longer Just “Historical”

Much is said about the historical ties, cultural connections, and shared language between Spain and Mexico. All of that remains true. But today, the focus has shifted: it is now about how both economies fit into a rapidly changing global landscape.

Three key factors are driving this relationship to a new level:

• The modernization of the Mexico-European Union Agreement. This is not merely a trade framework; it opens the door to greater investment, participation in strategic sectors, and clearer rules of engagement.
• Spain’s presence in Mexico is no longer temporary or circumstantial. It is structural and long-term, with well-established sectors such as infrastructure, energy, and services.
• Nearshoring is reshaping entire supply chains and positioning Mexico as a market that is increasingly difficult to ignore.

In other words, it is no longer about simply being present in Mexico. The question is how to be there, and for what purpose.

What Is Really Being Defined: A Roadmap

During the event, institutional representatives such as Carlos Cuerpo and Marcelo Ebrard outlined clear and, above all, measurable objectives:

• Increase bilateral trade.
• Attract greater foreign investment.
• Work toward a joint roadmap with a 2030 horizon.

The narrative itself is not new. What is new is the context: strained supply chains, the need to reduce dependence on Asia, and increasing pressure to shorten lead times and improve resilience.

This is where the Spain-Mexico relationship takes on a new dimension. More tactical. More operational.

Nearshoring: The Concept Is Clear… The Execution, Less So

Nearshoring has been discussed extensively, perhaps even excessively. Understanding the concept is easy: manufacturing closer to the end market. Executing it effectively is another story altogether.

Mexico is consolidating its position as a key hub for several specific reasons:

• Proximity to the United States, offering shorter transit times, lower costs, and reduced exposure to disruptions.
• An already established industrial base.
• A logistics ecosystem that continues to evolve and expand.

That said, this growth also creates new challenges. Infrastructure must scale, customs processes must adapt, and companies often need to redesign their supply chains almost from scratch.

During the event’s working sessions, these discussions focused on several key sectors:

• Infrastructure and logistics, which are essential to absorb growth, though important challenges remain.
• Energy and the energy transition.
• Sustainability, particularly water management.
• Circular economy initiatives.
• Industrial digitalization.

These are not isolated areas. They are deeply interconnected. What is particularly interesting is that many companies still address them separately.

The EU Agreement: Fewer Barriers, but Greater Demands

The updated trade agreement introduces several significant improvements:

• Reduction of tariff and non-tariff barriers.
• Greater openness in services and investment.
• Access to public procurement opportunities.
• Stronger support for digitalization and sustainability.

However, it is important to recognize that these changes do not only make things easier. They also raise the bar:

• Stricter regulatory compliance requirements.
• Greater transparency and traceability.
• Higher sustainability standards.

For many businesses, the challenge is no longer market entry. It is meeting all the requirements necessary to operate competitively.

2030 Objectives: Ambition and Pressure

The commitments being discussed are substantial:

• Doubling bilateral trade.
• Increasing investment by at least 50%.
• Aligning strategies with the Mexico-EU Agreement.

Is It Feasible? Yes, but Not Without Significant Operational Adjustments.

Increasing volumes without adapting logistics capabilities often leads to the same result: bottlenecks, higher costs, and reduced competitiveness. Signs of this are already visible in certain trade flows.

What Happens During Networking Matters Too

More than 400 Mexican companies and 70 Spanish companies participated, generating over 250 B2B meetings.

These figures are noteworthy, but the real value lies elsewhere: in the quality of the conversations.

At events like these, certain patterns begin to emerge:

• Spanish companies seeking to reduce their dependence on Asia.
• Mexican businesses interested in gaining access to European markets.
• Industrial projects being developed from the outset with a binational perspective.

This is where real opportunities are created.

The Role of Logistics: Less Theory, More Reality

For companies such as TIBA, events like this provide a very clear perspective.

It is not only about institutional presence. It is about understanding where trade flows are moving and how to anticipate change.

This year, the participation of the team, represented by Jorge Romeu, Country Manager (Mexico), Javier Boluda, Business Development Manager (Mexico and Spain), and Diana Martínez, Director of Ocean Freight Operations, reflects exactly that: being close to where decisions are made, but also where real logistics challenges begin.

Because when a company decides to relocate production or establish operations in Mexico, the conversation quickly shifts from strategy to execution:

• How should the supply chain be designed?
• Which ports or logistics corridors offer the greatest efficiency?
• How should multimodal transportation be managed?
• What impact will this have on lead times and total costs?

At that point, logistics is no longer a support function. It becomes part of the decision-making process itself.

Key Recommendations for Companies Considering Mexico as a Hub

Based on the insights shared during the event, several practical recommendations stand out:

• Do not approach nearshoring as an isolated change. It requires redesigning the entire supply chain, not just relocating production.
• Assess actual infrastructure capabilities, not just theoretical capacity. Significant regional differences exist.
• Integrate regulatory requirements from the outset. Adapting later is usually more expensive and time-consuming.
• Analyze end-to-end logistics connectivity, including ports, road transport, customs clearance, and last-mile delivery. Every element matters.
• Perhaps most importantly, work with local partners that have proven operational experience, not just commercial presence.

The potential is clear. But competitive advantage does not come from identifying the opportunity. It comes from executing it better than everyone else.

And that, quite honestly, is where the real difference is made.