[00:00:37] How are you doing? Good morning and welcome to another very, very special edition of Supply Chain Out in Spanish. My name is Enrique Alvarez and today I have the pleasure of having a good friend of mine, a collaborator and business partner and also a person who has had a very successful career. Camilo Pita, general manager of Cargo Trading in Colombia. How about Camilo? How are you? Good afternoon.

[00:01:04] Hi Enrique, a pleasure. Greetings from Colombia and greetings also to all the audience of your page.

[00:01:12] Thank you very much again for this video. It took us a couple of months to coordinate this interview. I know he has been very busy, in fact some of that we will talk about later in the interview. But thank you very much. This is on behalf of the entire Supply Chain team in Spanish. I think it is a pleasure to have you here and I am sure that people who listen to us will be able to understand a little more about who Camilo Pita is and why he is in charge of trading. It is such a successful and leading company not only in Colombia, but also in Latin and Central South America, Central America and North America.

[00:01:51] No? Thank you very much to you, Enrique, for taking us into account. And of course it is. The intention is to be able to share a little of what we are as an organization, as a family, with position, raiting and everything that, thanks to God, little by little we have been able to achieve over time.

[00:02:05] Let’s start with. Let’s start with you, Camilo. Tell us a little more about yourself so we can get to know you a little better as a person. Tell us about it.

[00:02:15] Of course it is. Well, I am 37 years old at the moment, I am from the year 84 and I grew up in the city of Bogota, the capital of Colombia. Since I was very young, I was very interested in being competitive in my studies. I left the Rafael Uribe school, which is located in the El Tunal sector of Bogota. And then when I was 17, I started for a family I have in the logistics world. I entered the logistics world as an employee and there.

[00:02:53] I began to know myself. At 17 you said.

[00:02:57] 17 years old, Enrique Very, very young. So I was very, very young, very young still. To start, but. But it was one of the beautiful opportunities that God and life has given me, and I was able to learn about the world of logistics, which for me today is exciting and is what we are dedicated to.

[00:03:17] And it shows, it shows in your culture, in your company and in the employees you have. But first and before we get into that, to this detail. He left before he was 17 and before you entered this one. Tell us a little more about what you like? What did you like to do? What are you passionate about? How do you get to the point where this family member convinces you to enter logistics?

[00:03:42] Well, as I was telling you in school I was always interested in being very competitive, I was always interested in being at the top, I was always interested in doing things well. I am a soccer lover as well. In my childhood. And well, nowadays it has always been like that too. Soccer has been something that has been, has been tied to my life, but yes, since I was a child I have practiced it, but I was never given the professional aspect. So I became a soccer amateur.

[00:04:18] What are you going for? Road. Do you have your soccer team now?

[00:04:22] Well, here in Colombia I go to Atlético Nacional. Obviously I am a fan of the Colombian National Team. So things inevitably happen like we were left out of the World Cup.

[00:04:31] But after that.

[00:04:33] Yes, but well, it is, it is our national team and our country. And at the international level I like Spanish soccer very much, I like both Barsa and Real. I really know that they have a lot of rivalry, but I think that I am a lover of good soccer and I think that both teams, despite being different, play very good soccer.

[00:04:54] Perfect. Well, then you tried and I have to confess I also tried to be a professional soccer player, but. But the logistics ended up hooking us more. Tell us then, at the age of 17. How were you saying that you.

[00:05:11] Yes. Then. At 17 years of age.

[00:05:15] Must be from a relative. It was the one I just invited you to.

[00:05:18] Yes, yes. An aunt. An aunt who has been in the logistics business in Colombia for nearly 40 years. And she me. It linked me, it linked me to the company where I was at the time as an employee and I began to learn about the world of logistics and I became passionate about it, I really liked it. Later on, we will expand on this, but I have already been involved in this with my own company and in some aspects as an employee. I began my career as a professional economist in 2000 and in 2004. I am an economist by profession, with a specialization in foreign trade. And I have taken different courses, seminars, trade shows and different engagements all over America in these almost 20 years of professional experience in the world of logistics and I graduated in 2010 as an economist that I was. I comment a little humbly, but a little chest-thumping. I was the only honorable mention of my promotion as an economist at the university thanks to my performance throughout my career. And nothing. Well, all that we learned in theory, thank God we have been able to apply it in practice, in business and in the real life of work.

[00:06:56] Someone that at the time you looked up to, or someone who may have been your mentor, or someone that you can attribute one that you were this, I imagine very studious, very good at grades both in school and then in your career. But someone was a figurehead, some leader you admired at the time.

[00:07:19] Well, Enrique, look at the truth, important people have always passed through my life, for better and for worse, and I thank God because it is from those experiences that one forms one’s character and life, right? But they have crossed people. After working with my aunt, I worked with a person who was my boss at the time, who taught me some important tips that later helped me in my business. But beyond having a person or a role model or a mentor in all this, as you call it, it has been to see the experiences of other people close to me, such as family members, my parents, my friends, in whom I have seen that they have had mistakes in their lives and I have wanted perhaps not to replicate those mistakes, but to be better and use those mistakes of those people to be able to achieve something better in my life.

[00:08:14] Of course. Why then, because you successfully graduated and you already had the previous experience of working in logistics and you were a successful economist, were you thinking that you were going to return to the field or did you start looking for other options first?

[00:08:33] No? Well, I’ll tell you, the company and the company I was in charge of and said to be created before I graduated as an economist. It was one of the most beautiful coincidences that has happened in my life, because after being an employee in the company that I told you about the person who gave me some important tips for my life and leaving that company I had not taken a vacation and decided to take a vacation, I do not know, maybe two or three months because I had not taken vacations in several years and in that space that I decided to rest, I was contacted by a partner that they had in Central America and when I made that contact they are the ones who proposed me that I could manage them due to the good service that I had noticed when I was an employee, that if I could attend their merchandise in Colombia. And as a result of this beautiful coincidence, Carlos Training International was created in Colombia.

[00:09:34] How nice! Well, tell us a little bit about you on the part of your process of streamlining all that. Well, they talk to you. It speaks well of you. You had good service. What is what. Because it is not. I imagine that you practice it much easier than it really is when you are an entrepreneur, when you start a company. Tell us a little about the challenges you had to face. Maybe this one at the beginning and then once. You certainly started it.

[00:10:05] Of course, initially this coincidence occurred when I was only 21 years old, Enrique, and I was really very young, I had been working in logistics for about four years, but obviously I was not an expert and I have always been characterized by being a responsible person and a person of my word. When I commit my word, I try to make sure it is kept. So it was very, very surprising, but at the same time it is difficult to take that responsibility at 21 years of age to create a company and to start a business, and in a sector where I definitely began to encounter many barriers and obstacles, I had no financial support, no recognition, nothing like that. There are many people who at the time could have provided that support and did not have it. So it was my initial decision to tell those people to give me some space, to give me a few days to think about it, to be able to organize and see if I could respond in a responsible way, it is worth the redundancy, with everything they asked me. So, the next step was to contact people in the trade who knew me, who knew who I was despite my youth, and they began to open doors for me. There were several people who told me about other doors and said yes, try it here, we support you, we can provide you with services and you tell us about it, create the company. So I get into this whole entrepreneurial world to start the series in a race against the clock, because they urgently needed to start moving the goods. So there I begin to know everything about creating a company, how difficult it is sometimes to create a company, because it is evident that many people think that creating a company and taking it forward is easy and unfortunately it is not so easy, there is not so much help sometimes to do it. But well, thank God here we are with a successful, organized, responsible company after 16 years.

[00:12:11] And how much was the government support, because we have many, many. Many obstacles as entrepreneurs at some point. And there are certainly some countries in Latin America that probably help entrepreneurs more than others compared to Europe or the United States. How about? How difficult is it to start a business in Colombia? Discharge, start running, regularize? And how has that changed? I can imagine. Over the years that has changed. You lived and set up your company in a Colombia very different from the one we live in today. So, if you could give us a little bit of context of the time and then of your services as a company, that would be great for our audience. In other words.

[00:13:01] Under what.

[00:13:02] Did you start trading in Colombia?

[00:13:06] Of course it is. Well, look, I tell you that at the time when Carlos Trading was arranged in Colombia there was not much support for entrepreneurship, there were no very serious programs to support entrepreneurship and youth entrepreneurship, because finally, I was at a very young age when I started. When I decided to start a business. So basically the government’s support was nil. If we had to go through the paperwork to register the company, we had to file the documents with the Chamber of Commerce, notaries, etc. But the government’s support at the time was practically nil. There was only some tax support for the company during the first five years, in which if you did not pay income, they gave you some tax deductions during the first five years, so that obviously the business would take shape and grow and not punish it with the tax issue. But let’s say that we were not able to have access to advisory services, support programs and so on, or they were not available at the time. I know there are very strong entrepreneurship programs now in Colombia. Colombia for some years now, with the last presidency and the previous one, has worked a lot on the subject of entrepreneurship. There are specific programs for youth entrepreneurship, there are specific programs for sector entrepreneurship, and today they are supporting both accompaniment and counseling as well as some economic programs for the creation of new companies. Regarding our sector Enrique, I can tell you that the trading cargo and the logistics sector in general has some restrictions or very important entry barriers through the Dian of Customs, which is the DIAN in Colombia, because today they require some policies to register the company to certify compliance with what we do in foreign trade and responsibilities, obviously illegal activities that we have as actors in international trade. So these policies are no longer so easy to obtain. So, for today’s entrepreneurs, it is a bit of a barrier to be able to generate. However, it will never be impossible. I believe that limitations will always be in our minds.

[00:15:19] Yes, totally. And well, Colombia has gone through several stages of growth as a country and as a society. And well, this part of the illicit activities that you mention, the logistics, I imagine was one of the main targets of many cartels and other illicit organizations. So I think you need to pay particular attention. This remains similar or has changed somewhat from the point of view of drug trafficking and organized crime in relation to logistics in particular.

[00:15:59] Yes. Well, I can tell you that it has been a latent risk that we, the actors of foreign trade in Colombia, have had. And well, unfortunately in other countries, Mexico, Peru, Ecuador, there are other actors that have begun to enter very strongly into the whole issue of drug trafficking and illicit activities, money laundering and so on. However, it is a risk that we have latent and that we as a company work very hard on knowing our business partners from the first contact, the first email, the first request for quotation, in order to be able to verify who those partners are, who those employees are? Who are the activities they perform. So we do activities such as checking if the company is a furniture company, where they make the furniture, how they make it, what their track record is, etcetera. So we do have a very strong accompaniment with our customers and unfortunately on some occasions due to the level of risk represented by the operations that sometimes they ask us to quote, we have had to say as a company that we do not provide the service because we have to be responsible in that, both as a company, with our employees and also with our partners abroad, who are the ones to whom we ship their goods. So, yes, this is unfortunately a flaw in the sector due to these activities and the people who work in them. In these activities they are so perverse and so bad. But as a company we try to work, we try to provide ourselves with good associates and we always try to work towards clean and obviously lawful operations.

[00:17:43] Yes, of course. And well, it has a process, I imagine a very strict process to try to minimize any kind of problems in that regard. And I imagine that this has also been an important key to the success and growth of your company.

[00:17:58] Yes, that’s right, Enrique. We work very closely together. We worked seven years with bags, which is one. It is a certification, an association that exists, which promotes this safe culture in foreign trade and the company has been certified for seven years. At the moment we do not belong to the program because we are looking forward to working in the Huella program, which is about to be introduced in Colombia for freight forwarders and nothing. It provided us with a lot of organization, a lot of security culture, a lot of accompaniment culture with our associates and, as I said, a procedure is carried out prior to the operations of the company’s associates, of the activities, in order to minimize the risks involved in Colombia’s illicit activities.

[00:18:47] Also what you told me was called the first certification that Bugs vas had.

[00:18:53] Are you going?

[00:18:54] See that.

[00:18:56] See SS.

[00:18:58] Go SS to put it in the comments as well. I imagine it helped you. I think it could be important for people who are in this field to know about it, maybe explore it. And the AEO part as well, which is a very important new program for logistics companies like yours. Tell us going back again, then you take a few days, you think a little bit. The suppliers support you because of the record you had with them, the relationship you had of good service and you say well, go ahead, let’s go forward.

[00:19:37] Yes, Enrique. Yes, basically it was. The decision is made, the company is created. Well, that’s when the hard part really began. It was really. That’s where the hard part began. Then the company is created and you start finding. Getting customers is not easy. A new company is not easy. You find yourself with restrictions such as credits that companies like DHL, like logistics, like Yuri Nagel, like all these companies, have accustomed the market to credits to large capitals invested in their warehouses. Then you find all those restrictions that you start to realize that entering the market is not so easy. So what we decided to do is to take the flag to the service. Enrique, being aware that at a financial and infrastructure level we were not going to be able to compete because we were a company with practically zero capital and a company that was just entering the market, and we needed to generate a service flag in which we could begin to generate a different kind of customer service. So it is with this that we began to work with a formula for serving customers. 24 seven answer a call to a customer at the time the customer needs it and answer an email at the time the customer needs it.

[00:21:04] To begin to work in different shifts to be able to attend the time differences of different countries and to start telling the client that we are going to generate an accompaniment in their logistic operations, that we are going to generate an advisory, that we are going to get involved even in their purchase orders in order to be able to advise and support them and generate an added value in all their foreign trade operations. Enrique And with that, with that, with that formula we have been able to stay in the market during all this time, because obviously the rates of the big companies are often much more competitive than ours. What I tell you sometimes here in Colombia they say if you give me the freight I give you the customs and so they are, they are commercial policies that are difficult for us to compete, but good service. There are many customers who value it and we have many customers with us who are aware that good service comes at a price and are willing to pay us for what we do.

[00:22:05] Well, and it is an idea for its time, I imagine in the logistics industry in Colombia at that time, it was quite novel. I can imagine answering the phone 24 hours a day or starting to work different shifts. I imagine you were one of the only ones who did that. No?

[00:22:26] Yes, indeed, Enrique. What was happening at the time after 5:30 p.m., which is the normal end of business hours in Colombia? Nobody was answering the phone anymore, your email was left behind. So we did start to attract customers who had that need for service. Obviously there are customers who have the need for service, but you want it to be the same price as a DHL and that. And unfortunately, as I say, we know that sometimes we wish it was an Alice in Wonderland country, but it is not. Enrique, then you can’t. We have to take stock, not make a balance sheet, which is what is most useful to us and nothing. There are customers in this industry for all types, sizes and everything. The important thing is to be able to respond responsibly to what we can commit to.

[00:23:17] Totally agree. And well, that also again proves the success that cargo trading has had in the market. Tell us a little about the services Cargo Trading offers. Haven’t we officially made a, shall we say, presentation of what services they are? What industries do you focus on, what regions do you cover? And well, a little bit so that the people who are listening to us also have a little bit of context about what you are saying in the calls 24 hours a day, the e-mails, etcetera.

[00:23:48] Of course it is. Well, we have been in the service market for 16 years. At this moment we are able to offer all the services of a logistics operator. We have international transportation by air, sea and land, we have customs brokerage services for all customs matters, both import and export. We have warehousing services for some very specific products, we do not stock all kinds of products, but we do receive requests in order to find a solution. Logistics in warehousing. We have last mile delivery service, distribution in the main cities of Colombia. We have advisory and consulting services in very specific foreign trade issues, which we do through external advisors, but we provide service with a very, very effective and efficient accompaniment when our clients need it. We have service for international fairs when customers want to come to provide their services or sales products in international fairs organized by Colombia. We are able to bring your products, receive them, place them at the point of attention of the fair, the stand where they are going to be and if it is a return, we go back and do all the packaging, we pick them up from the stand, we do all the customs formalities for entry and exit and you can return to your countries. We do and provide all their services and in general we do everything related to logistics, international transport, goods. No.

[00:25:27] No, perfect and good, a fairly complete range of services, including the consulting part and last mile deliveries, which not everyone does and are difficult with their own characteristics. Each of them did not walk. If you tell us a little about the progression of the company, you started in Bogota, I imagine. That’s where they had the first few years and then gradually began to grow. Tell us a little more about Twitter.

[00:25:57] Of course it is. We obviously started in Bogota, in fact this was our main office here. At the moment we have operations in Medellín, Barranquilla, Cartagena and Buenaventura, and obviously in Bogotá we also have our own operations through the land border and with Ecuador in Ipiales. And nothing, because we already have Partners around the world, practically covering the whole world. And we have partners with whom we have reciprocal goods, which we have been working very well for many years. They have been companies with which we have been able to generate an environment of trust, especially in the Americas, from the United States to Argentina. But we also have operations with Asia and Europe. It’s not our forte at the moment, it’s America. From. From the north to the south. At the moment we are not very strong in Asia. And more than anything else, it intensified since the pandemic, because the freight, the high value of freight generated by the pandemic, basically made us think that it was not a very convenient niche for our company; it was too much capital to invest versus a minimum profit that the market was allowing us. So at the moment we are not doing a lot of work. The Asia issue, however, does not mean that we do not serve the market, we have the panels and we can do it. However, the conditions of amounts and credit quotas that the client may request are carefully reviewed.

[00:27:42] Of course, today I’m telling you a little bit about, getting a little bit ahead of now and again a little bit of the challenges that we have. You briefly mentioned the pandemic. Tell us a little more about the challenges you faced in Colombia, particularly your company during the pandemic. So, what challenges do you have now? What has really been something you’ve seen in the market? I am moving a little bit into the future and your perspective of logistics in Latin America and in particular in Colombia, into the future.

[00:28:16] Of course, Enrique. Well, the pandemic is unquestionably something that not only affects Colombia but the whole world. I think it catches her a little off guard. It is something we were surely not prepared for and so quick to generate such a rapid change in the world and Colombia was no exception. Initially, we are confined to the entire country, which means that operations are practically reduced. We, however, were a sector in which the government, by decree, allowed us to continue operating because logistics could not stop. It was leaving homes without food, it was leaving homes without services. There were basic necessities that had to work. So logistics was that sector. This allowed us to continue operating in some way, but we were at the crossroads between continuing to operate on the one hand, but health and human lives on the other. So what is done is obviously to generate a work at home issue, where we can continue to operate in the company, but from the comfort and safety of each of the homes, of the people who worked and somehow also generate in the customers the reliability that we would be able to continue serving their operations, because we had companies in food industries that needed to keep moving their things, moving their supply chain and generating the production of their products to reach their homes.

[00:29:53] So it was a job in which it was not so easy because some companies did slow down getting drivers. It was no longer so easy to get someone to look out for charges. So yes, it was a few months of great uncertainty and where operations may not have been flowing at the same speed as before the pandemic. However, it was quickly resolved and we were able to continue operating with our customers. We were able to support all our customers from whom we had merchandise commitments and well, that drives us forward. At this time we also passed. Enrique, I would like to comment on the radar that after the pandemic, about a year ago, we went through a very strong civil strike, it was a situation that we had not come out of the pandemic and these civil protests practically paralyzed the country.

[00:30:49] So this was, this was when I walk, at what time? Because that goes in.

[00:30:54] Parallel to what happened in Syria between the months of February, it began and ended in June of last year.

[00:31:03] Social outburst similar to what happened in Chile, somewhat as a result of the same thing.

[00:31:08] Right? Very, very, very similar. Moreover, I believe that many of the young people and the people who were involved in the protest took the model as a Chilean chip to replicate it in what was happening. I am talking about the country being paralyzed. Important connections from the interior to the ports, main roads and major cities were practically closed. People could not leave their homes because of the violence and insecurity that we are experiencing these days. So, added to the pandemic, it was really two or three very, very difficult months in which the logistics had a major challenge and that is how we continue to operate in the midst of that difficulty. To give you an overview. We even had to surf small planes to try to move some urgent goods because they were stuck in some intermediate cities. With all these stoppages and blockades, we had to generate new strategies to be able to continue to meet our customers’ needs. And since it has been our flag from the beginning, we have been able to move forward and continue to fulfill our commitments to our customers in the midst of so many difficulties. Enrique.

[00:32:24] Camilo, based on your opinion and your experience, what would be the three main causes of your culture, of your success, of the company? I see, and from the examples you have given, that not only do they have the creativity, the innovation, the service flag, but they have quickly adjusted to market conditions. As a leader and as an entrepreneur, what do you think are the three characteristics that make a good company like yours?

[00:32:59] Well Enrique, first I think that we are a company that adapts very easily to change and that has allowed us not only to the general changes of the country and globally, but also to the changes sometimes of the clients themselves. Customers sometimes have changes that change the way we work with them, they change the logistics and we are a company that works to adapt very quickly. So I think that has been an important pillar. Indisputably. Enrique. Power to give. Good. Good responsibility. The word is what we commit to. That the client has the confidence and trust that when the company tells them that it will work for something of their needs, they will find a solution to support their operations. I think that has been unquestionably very important for the relationship we have with all our customers and our suppliers, obviously. And the last thing, Enrique, is that I think we have been a very, very, very responsible company in the management of finances. We are a company that no supplier during all these 16 years can say that we have been bad with any of our commitments throughout all this time, and that has made a very, very nice atmosphere of trust, both with suppliers and with customers.

[00:34:22] Hey, well, obviously those who are listening to us. Adapting to change. Trust. That the word is worth a lot. And good to have responsibility in the management of finances. This is somewhat the key to the success of Camilo or his team and position. Trading is in Colombia. Camilo Going back to today, how do you see the economic situation? How do you see the outlook? What kind of variables or indicators do you and your team track and consider on a day-to-day basis?

[00:35:01] Of course, Enrique. At this moment there are some economic variables that unquestionably impact us as a company and as a sector, and at this moment we are seeing a very high volatility with the dollar exchange rate. We have a very high inflation in Colombia, we have not had this kind of inflation for 22 years, but we know that it is also a global phenomenon in which Colombia cannot be a stranger. And this, and these are some of the variables that unquestionably impact all sectors and have an impact on the amount of logistic movements that countries have, generating some economic backwardness. But the country, after the pandemic, has reacted very well. Many sectors have adapted to the new reality of the world and of services and products, and the economy has been performing well despite the problems we have discussed in the past. We, as a sector and as a company, are also facing the deficiency of being able to generate or have a qualified labor force willing to work very well for our clients and for the company. Unfortunately, we are faced with the fact that the new generation is not so willing to be responsible, to adjust to different schedules, to know that if you have to work five minutes more, it may be because of the responsibility of a very large operation of a client and all these types of things that the new generation is perhaps a little reluctant to enroll. This has created a great difficulty and a great challenge for us to solve. However, we are working hand in hand to try to understand this new generation, to find out how we can motivate this new generation and try to generate some aspects of benefits in addition to the legal salaries in order to engage this new generation so that we can continue to provide a good service to our customers.

[00:37:16] And you told me we didn’t talk.

[00:37:17] Like Enrique, I believe that one of the problems we are having at this very complicated moment is the competition we are facing from the same shipping service providers. I do not know how it is working, but in other nearby countries, but for some months now in Colombia, the shipping lines have decided to stop serving us as freight forwarders and logistics operators and start serving directly to direct customers. This makes it a bit of unfair competition. I have discussed this with some colleagues in the sector, because in the end they are the owners of the means of transport, but at the same time they refuse to provide the service to us in order to provide it to our customers. So I feel like in some forced way they are trying to take us off the radar and the market is another problem.

[00:38:16] That is a major issue that I think would merit its own, its own panel or interview. We have experienced it in the same way in many other countries. I speak, for example, by saying that I am no longer going to ship. What other shipping companies have done? Have you taken this strategy in Colombia and how are you doing? How are you handling it with your team and with other shipping lines?

[00:38:41] It is currently being done by Hamburg South, but it should be remembered that in both turn Mercy Land does not buy then practically Hamburg Summer Land has. And we have also noticed that both Japan Japan Ley and Mediterranean Shipping are doing the same. So, if you look at the shipping lines I mention, we are surely talking about more than 60% of the world’s shipping offer. So yes, it can generate a problem and as you say, surely it is a topic that can have both length and width and surely will enable an exclusive panel to that topic.

[00:39:22] That’s one. It’s a yes, it’s a problem, it’s a strategy that is definitely going to cause a lot of changes in our industry and we will have to understand them in more detail. You are absolutely right Camilo, we could talk for hours and hours. It has been an excellent talk, but well, we are already closing our interview. Is there anything in particular you’d like to share with our audience that we might not touch on?

[00:39:51] No Enrique, first of all I would like to say to all the audience that to move forward, to undertake, to be, to be good at what we do, if it is only possible, it is definitely necessary to do our part and that it is good to contribute our grain of sand to move forward, to do things well, not only in the entrepreneurship of business owners, but also when they are employees, when they are collaborators of companies of someone who wanted to undertake and do things well in those companies, it also implies that they are doing their bit for the progress and growth of their companies as well as their countries.

[00:40:32] I totally agree. And well Camilo, how do the people who listen to us and would like to contact you as a trading position, what is the best way to contact them? What is the best way to contact you?

[00:40:46] Nothing. Well we have our email that is always checked even though it is a website contact email which is info at cargo trading dot net is an email in which you can write us all the people who want to contact us for the different things in which we can bring you this our website triple double u dot four trading to put and we are on facebook as cargo trading and on Instagram as cargo trading stuck.

[00:41:14] Perfect, Camilo. My pleasure. You know, if you want to contact Trading or Camilo, you already have the contacts there. And well, nice chatting with you as always. Once again, a very creative, cutting-edge company, doing things right in logistics. I am proud to know you, it is a pleasure to work with you and well, keep going. I believe that based on your culture and leadership you have set an example to many other logistics companies in Latin America, so again a pleasure to have you here. Thank you very much for taking the time and to others and to the audience if you like this kind of talks, if you find these topics interesting, do not fail to subscribe again. My name is Enrique Alvarez and this was Supply Chain in Spanish. See you next time.