Discover how leading companies in the region are reshoring their supply chain to gain competitiveness, reduce costs and comply with local regulations. Detailed analysis of Mexico, Colombia, Chile and Peru.
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Nearshoring has become one of the most relevant strategies for procurement teams in Latin America. The pandemic, geopolitical tensions and the reconfiguration of global supply chains have accelerated the need to relocate suppliers to closer, more stable and competitive markets.
This 15-page guide offers a comprehensive analysis of the nearshoring landscape in the region, with data updated to 2026 and practical recommendations for CPOs, procurement directors, COOs and supply chain leaders in large manufacturing, retail, pharmaceutical, energy and food companies.
Topics covered include: the macroeconomic context driving nearshoring, Mexico's competitive advantages (USMCA, advanced manufacturing), Colombia (tech talent, competitive costs), Chile and Peru (institutional stability, strategic sectors), as well as a due diligence checklist for evaluating nearshore suppliers and real success stories in the region.
Complete overview of nearshoring in LATAM for procurement
Detailed country-by-country analysis: Mexico, Colombia, Chile, Peru and more
Competitive advantages and savings opportunities by region
Risks, compliance and regulatory frameworks to consider
Step-by-step checklist for evaluating nearshore suppliers
Success stories and lessons learned from regional companies
Nearshoring in procurement is the strategy of relocating the supply chain to geographically closer countries to reduce logistics costs, improve delivery times and mitigate geopolitical risks. In Latin America, countries like Mexico, Colombia and Chile have become strategic hubs for companies looking to diversify their suppliers away from Asia.
The main benefits include: reduced logistics costs and delivery times, compatible time zones for real-time collaboration, favorable trade agreements (such as USMCA in Mexico), competitive technical talent, and more agile compliance with regional regulations and ESG standards.
Nearshore supplier evaluation should consider: production capacity and scalability, quality certifications (ISO, GMP), local regulatory and tax compliance, logistics infrastructure, financial stability, verifiable business references, and alignment with corporate ESG policies. A structured due diligence checklist is recommended.
The calculation compares the total annual cost of the current operation against the regional scenario, adding up the same components in both: annual freight, inventory holding cost, tariffs and customs costs, and non-recoverable costs from quality issues or shrinkage. Two operational variables are layered on top — they are not direct costs but they change the decision: average supply lead time and exposure to disruption risk. The Nearshoring Impact Simulator that accompanies this guide comes with that structure already built in Excel, so you only fill in your own operation's figures.
A business case that holds up in front of leadership needs, at a minimum: average supply lead time, freight cost per shipment and number of annual shipments, annual purchase volume, value of in-transit and on-hand inventory with its cost of capital rate, applicable tariff rate, non-recoverable scrap or quality costs, and a risk exposure index. Beyond the numbers, it is worth documenting the transition risks — local supplier capacity, dependence on imported raw materials, qualification costs and the initial quality curve — plus a phased evaluation plan with owners, deadlines and success indicators.
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Follow Egixia on LinkedInThe guide explains when nearshoring makes sense; this Excel workbook lets you quantify it with your own operation's figures. It compares your current supply scenario against a regional one across the variables that move total cost — freight, inventory holding, tariffs and non-recoverable costs — alongside lead time and risk exposure.
Summary
Executive dashboard consolidating the key metrics of both scenarios and the difference between them, ready to take to the steering committee.
Current Scenario
Baseline parameters and costs of your distant-supply operation: lead time, freight per shipment, annual shipments, purchase volume, inventory, tariffs and non-recoverable costs.
Nearshoring Scenario
The same parameters, this time with the quotes and projections of the regional supplier you are evaluating.
Comparison
Side-by-side analysis, component by component, with the absolute difference and the percentage variation between both scenarios.
Risks and Assumptions
Matrix of the four critical transition risks — local supplier capacity, imported raw materials, transition costs and the initial quality curve — with probability, impact and mitigation strategy.
Evaluation Plan
Four-phase roadmap, from diagnosis and RFQs to the staged transition, with milestone, deadline, owner and success indicator.
Instructions
Step-by-step configuration guide: which cells to edit on each sheet and how to read the results.
The workbook ships preloaded with an example scenario — freight values, tariff rates, transit times, volumes and inventory — purely so you can see the model working end to end. These are editable assumptions, not Egixia market references: replace them with your own operation's figures and your suppliers' actual quotes before using the output to decide.
Note: the workbook is in Spanish. Its structure — the 7 sheets described on this page — is exactly the one you see here, and every cell is editable, so you can relabel it in your team's language.
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