At the 39th International Blueberry Seminar, held in Lima, logistics was addressed as an increasingly crucial dimension for export competitiveness. In the blueberry industry, blueberryWhere transit time, arrival condition, and commercial opportunity directly impact the return, operational efficiency has ceased to be just a cost issue and has become a strategic component of the chain.

In that framework, Mario Salazar, President of Chavín Agricultural, director of the Civil Association Frío Aéreo and president of the Agro-industries and Beverages Committee of ADEX, spoke with Blueberries Consulting and analyzed the main factors that currently condition the business: increased freight costs, vulnerability of routes, need for logistical anticipation, competitive pressure from China and innovation challenges to expand the productive base of Peruvian agriculture.

—Mario, in this international context, logistics appears to be a particularly sensitive issue for exports. How are you seeing it today?

This is a very relevant issue. In Peru, the hub status is often highlighted due to the existence of ports like Chancay, Callao, or Paita, but the key point is not just the port infrastructure itself, but the actual capacity of that network to sustain efficient, predictable, and competitive operations.

Today, the main logistical challenge is not just having ports, but how the entire supply chain behaves in a more uncertain international environment. This is especially true for fresh fruit, and particularly in... blueberryThis context is especially delicate because any alteration in costs, times or routes can directly affect the commercial outcome.

—What are the factors that are putting the most pressure on that chain today?

One of the primary factors is the rise in freight costs. Recently, for example, we were informed of increases of around US$500 above usual rates, linked to the price of oil. This is the first component that directly impacts the cost structure.

The second factor is the instability of shipping routes. A shipment of fresh fruit like blueberries can face delays due to the closure of strategic border crossings, geopolitical tensions, port congestion, or operational diversions. And that has very concrete consequences: the product may arrive later, in poor condition, or during a less favorable market window.

—In that scenario, why does logistics cease to be an operational issue and become a strategic one?

Because in an industry like blueberries, it's not enough to produce volume or to produce well at the source. Today, it's also necessary to ensure that the fruit reaches the right market, at the right time, and under the right conditions.

When logistics fails, it's not just an operation that's compromised, but the commercial value of the product. If the fruit arrives late, it may face lower prices; if it arrives spoiled, it loses competitiveness. Therefore, logistics must be understood as a tool for safeguarding value, not just as a transportation cost.

Mario Salazar at the XXXIX International Blueberries Seminar Lima 2026

—What decisions should exporters start prioritizing?

I would say the first thing is to pay more attention to effective routes. For a long time, we worked with relatively stable benchmarks, like reaching China in 20 days or Europe in 25. Today, it's no longer enough to project those theoretical timeframes; we have to evaluate how achievable they are under current conditions.

This requires a more detailed look at where the ships are flying, what frequencies are available, what risks each route presents, and what alternatives exist if a deviation occurs. In the blueberry business, this advance warning can make a significant difference.

—Does contingency management then become a central part of planning?

Exactly. If a ship is diverted, it's not enough to know that there was a change of route. It's also necessary to understand which port the cargo was redirected to and whether there are commercial or logistical options for efficiently relocating it.

These types of decisions require preparation, information, and the ability to react. In a volatile environment, blueberry logistics increasingly needs proactive management and fewer decisions based on static assumptions.

—China has been a very important market for Peru. How do you interpret its recent evolution in the blueberry business?

China remains a huge market, but it is also a player that learns quickly, scales rapidly, and transforms opportunities into competitive advantage. This has already been seen in other products and is now beginning to be reflected in the blueberry.

Peru exported very significant volumes to China, but that dynamic is beginning to change because they themselves are now the largest producers of blueberry of the world. That changes the trade relationship, because we are no longer just talking about a large buyer, but also a large-scale competitor.

—Is that competitive pressure limited to the Chinese market?

No, and that's precisely one of the most relevant points. China is not only increasingly covering its domestic market, but is also projecting its offerings toward other Asian destinations, such as Thailand, Indonesia, Malaysia, Korea, and Japan, which are also markets of interest to Peru.

In other words, competition is expanding geographically. Therefore, the challenge is not only to maintain a presence in China, but also to strengthen the position of Peruvian blueberries in the face of more intense regional competition.

Mario Salazar at the XXXIX International Blueberries Seminar Lima 2026

—How should Peru respond to that scenario?

The first step is to view the competition not with fear, but with strategic realism. Peru has concrete strengths and must build upon them. One of these is production speed: under the right conditions, Peru can begin production in shorter timeframes than other countries, which represents a significant advantage.

Added to this are factors such as the climate, certain favorable natural conditions, and relative economic stability compared to other regional competitors. If these strengths were combined with greater political stability, the country's competitive position would be even stronger for the industry. blueberry.

—In that context, what space do you see for small producers within Peruvian agriculture?

En blueberryIncome is not straightforward, because we're talking about a crop with a high investment, which can range between US$80.000 and US$100.000 per hectare. That's why it has been a business more closely linked to medium and large companies.

However, that doesn't mean there aren't alternatives for smaller-scale agriculture. I believe the future of Peruvian agriculture can offer different opportunities, especially in the highlands, through more technology-intensive systems, not necessarily those focused on larger areas.

—Are you referring to a model based on greenhouses?

Yes. Greenhouses can be a very powerful tool because they allow for less water use, reduce exposure to weather events, and improve agronomic control. But today they can also integrate much more advanced technologies to manage key crop variables.

This includes monitoring light, humidity, nutrition, and other parameters, even with the support of artificial intelligence. In this sense, rather than focusing solely on traditional mechanization, we should move towards a more technologically advanced agriculture, where even small producers can operate with greater precision and efficiency.

—Could that approach redefine the country's agricultural development?

I believe so. For a long time, the idea of ​​agricultural modernization was associated with tractors or drip irrigation. Today, that vision is broadening: technology also means automation, intelligent monitoring, and the ability to make more informed decisions.

In this transition, the challenge is not only to produce more, but to produce better and in a more controlled manner. For Peruvian agriculture, and eventually for sectors linked to blueberries, this could be an important path for future development.

Mario Salazar on the panel “How logistical efficiency redefines agro-export commercial success: challenges and opportunities” at the XXXIX International Blueberries Seminar Lima 2026,

—To conclude, what value do you attribute to events like this seminar for the industry?

They are very valuable because they allow for comparing experiences, updating information, and speaking directly with stakeholders facing similar problems at different points in the supply chain. In an industry as dynamic as blueberry farming, this exchange is extremely useful.

Often, we're focused on daily operations, whether in the field or the office, but these spaces allow us to step back, better understand the context, and capture applicable lessons. This ongoing process of updating is part of what the industry needs today.

At the 39th International Blueberries Seminar Lima 2026, Mario Salazar participated in the panel “How Logistics Efficiency Redefines Agro-Export Commercial Success: Challenges and Opportunities,” an event focused on linking logistics decisions with commercial performance at the destination. His participation reinforced a key idea for the industry: in the blueberry business, competitiveness no longer depends solely on producing well, but also on responding quickly to unstable routes, higher costs, and increasingly intense international competition.

To see the 2026 seminar schedule: International Blueberry Seminars 2026: Blueberries travel through Peru, Chile, Mexico, Morocco and China

Read the full interview on our YouTube channel Blueberries TV