Your plant is already competitive. The question is whether your financial operations are, too.

The Mexican manufacturing industry has spent twenty years optimizing the shop floor. Lean, automation, traceability, certifications. Today, a plant in Coahuila, Querétaro, or Nuevo León competes head-to-head with anyone.

Yet there is one part of the operation that, in most companies, still runs like it did twenty years ago—and it isn't on the assembly line: it's what happens to the money after you invoice.

The problem isn't in the plant

You invoice your US customer in dollars. You pay your people, your suppliers, energy, and transportation in pesos, on fixed dates that don't budge.

Between those two events lies a gap that no one budgeted for. And that gap isn't solved by negotiating better terms with your client: it is absorbed by working capital, and it rarely shows up as a line item on the income statement. It shows up as cash flow tension that someone manages by hand every month.

The four areas where margin is lost

The account. If your US customer pays via international wire transfer to an account in Mexico, you are adding intermediaries and days to a process you don't control. Every extra step is time during which the money is already yours, but isn't available.

The conversion. You collected in dollars and need pesos. That conversion happens at some point, at some exchange rate, often determined by availability rather than advantage.

The reconciliation. When the payment arrives, someone has to match it to an invoice and record it. If that is done manually, the money can sit in the account for days without operations ever knowing.

Credit that arrives too late. When liquidity is needed to take on a larger order or cover raw material procurement, the traditional response demands financial statements, collateral, and weeks of analysis. By then, the order has already been decided.

None of the four is a financial problem in the abstract. All four are operational frictions with real consequences on the plant floor: a purchase not made in advance, an order turned down, a shift rescheduled.

What changes when financial operations live in one place

Most companies address this with three or four different providers: a bank in Mexico, a bank or intermediary in the United States, an exchange house, and, when necessary, a separate lender. Each sees one piece, and none sees the complete operation.

Marco is the financial infrastructure for the Latin America–United States corridor, and the core idea is simple: let collection, conversion, and payments happen within the same account, with the same data.

That brings an impact that goes well beyond convenience. When your operations run through a single place, that operational activity becomes your track record. And that track record is what enables liquidity underwriting without asking for three years of balance sheets: what you've already executed speaks louder than what you can document.

What is available today

It depends on where your company is incorporated, and it pays to be clear, because they are not the same:

Global Multi-Currency Account. The foundation. Collect, hold, and pay in dollars, euros, and pesos from a single portal. It is the entry point for everything else.

If your company is incorporated in Mexico: Factoring Lite. Select the invoices you want to accelerate to Marco, Marco purchases them, and the funds land in your Global Account. It is backed by SAT-certified invoices and your account transaction history.

If your company is incorporated in the United States: Revolving Credit. A credit line structured on top of your Global Account that you can draw down, repay, and draw again.

If you do not yet have a US entity: US Operations. Company incorporation, compliance, and accounting—the operational layer that makes that entity functional.

The terms for each solution are defined during evaluation, based on your actual operations. They are subject to eligibility and documentation.

Where to start

Not with credit. With the account.

The history generated by your operations in the Global Account is what unlocks everything else, so the first step is moving existing cash flows, not requesting financing. Three months of real operations say more about your business than any file.

If you are attending the CANACINTRA National Convention this week, we are here for that conversation.

Subject to evaluation, documentation, eligibility, and approved terms. This material is informational and does not constitute an offer.