Chihuahua Mobility Cluster: from manufacturing strength to a fully integrated mobility platform

Chihuahua’s position within the automotive industry has long been defined by its manufacturing scale and supplier depth. However, as global mobility continues to evolve, the state is redefining its role within the value chain—moving from a strong production base toward a more integrated mobility platform.

This transition is the result of a structured long-term vision. “We developed a strategic plan for 2026 to 2030, and based on everything we have built in Chihuahua, it became clear that the next step was to evolve into a Mobility Cluster,” Charles said.

A manufacturing base with expansion potential

Chihuahua already produces more than 70% of the components required for a vehicle, positioning it as one of the most complete automotive supply chains in Mexico.

“What we are missing is the final assembly,” Charles said. “But practically all the components of a vehicle are already produced in the state.”

This level of industrial integration is the result of more than 40 years of participation in the automotive sector, which has allowed Chihuahua to build strong technical capabilities and a highly specialized workforce.

That accumulated expertise now enables the state to expand into adjacent industries and mobility segments, leveraging its engineering and production capabilities. In this context, Chihuahua also plays a strategic role within North America, serving as a platform for high-value manufacturing and technological development.

Expanding the scope: from automotive to mobility

The transition toward a Mobility Cluster reflects a broader and more inclusive vision of the sector.

“Previously, we were leaving out companies that were not strictly automotive, even though they were building products with wheels,” Charles explained. “Now we are integrating them into the ecosystem.”

This expanded scope includes heavy-duty vehicles, agricultural equipment, specialized trailers, micromobility, and components for electric and autonomous vehicles.

“There are parts being produced in Chihuahua that are already used in autonomous vehicles operating in the United States,” he said.

By integrating these segments, the cluster is building a more complete and competitive mobility ecosystem that reflects the real capabilities of the state.

Building a structured path for supplier development

One of the main challenges identified by the cluster has been the difficulty for local companies—particularly SMEs—to integrate into higher levels of the supply chain.

“In the past, we tried to jump directly from a small company to a Tier 1 or Tier 2 supplier, and that was very complicated,” Charles said.

To address this, the cluster is implementing a structured ramp-up strategy that allows companies to scale progressively.

“What we are doing now is building the steps that allow companies to grow gradually,” he explained.

This approach focuses on strengthening key capabilities such as certifications, process standardization, precision manufacturing, and digitalization. The goal is to enable companies to move upward within the value chain in a more realistic and sustainable way.

Integrating industries into a single mobility ecosystem

The transition to a Mobility Cluster also requires a more integrated industrial structure.

“We are expanding our architecture to include sectors that were previously considered peripheral,” Charles said. “But in reality, they are essential to the mobility value chain.”

This expanded approach includes the integration of clusters representing industries such as metal-mechanics, plastics, electronics, and automation, all of which play a critical role in building a more connected and competitive mobility ecosystem. At the same time, the cluster is strengthening its coordination model through the tetrahelix approach, bringing together industry, academia, government, and civil society.

“We are working very closely with all these stakeholders,” Charles said.

This integration is also being reinforced at a regional level, connecting key industrial zones across the state to build a more cohesive and competitive platform.

Talent for a new mobility era

As mobility evolves, workforce requirements are also changing significantly.

“Today, vehicles are no longer just mechanical—they are computers on wheels,” Charles said.

This transformation is driving demand for more specialized talent in areas such as software, electronics, and data analysis.

“We are no longer just looking for operators,” he explained. “We are looking for people who can become agents of change within the industry.”

To address this shift, the cluster is working with educational institutions to align training programs with industry needs, incorporating flexible models such as certifications and micro-credentials that allow for targeted specialization.

Positioning Chihuahua as a North American mobility hub

Looking ahead, the cluster’s vision is to position Chihuahua as one of the most dynamic mobility hubs in North America. With more than 200,000 direct jobs in the sector and a strong industrial base, the state is well positioned to expand its role beyond manufacturing.

“We want to consolidate Chihuahua not only as a manufacturing platform, but also as a center for design and engineering,” he concluded.

This vision reflects a broader transformation already underway—one that seeks to position Chihuahua not only as a supplier, but as a key player in the future of mobility across North America.