The financial crisis experienced by governments around the world, particularly emerging ones, and the establishment of an economic model that involved State reform and structural adjustment, had a notable impact on Mexico's airport development. The federal government, in the context of a severe economic crisis, decided that, in order to expand and update the country's airport network, it was necessary to work under a scheme that contemplated the participation of private capital. A new legal framework was proposed aimed at promoting and promoting airport development through private investment, based on clear and transparent rules, and competitive and non-discriminatory conditions.

In the 90s, a structural change was made in the Mexican Airport System, by allowing private capital to participate in the operation of airports. In 1998, there was a network of 58 airports managed by ASA in Mexico, the number of which was considerably reduced when the privatization process of the 35 most profitable airports began, forming four regional groups: ASUR, OMA, GAP and AICM.

Faced with this new scenario, ASA's challenge was to reconstitute itself to be an airport and fuel station operating company that competed with international companies and took advantage of the new conditions of the globalized market. ASA began this decade operating 27 airports, as well as 63 fuel stations. It should be noted that the latter were 20 years behind and the facilities, equipment, systems and training programs were beginning to show signs of obsolescence, calling for modernization.

Against this backdrop, ASA took advantage of its strengths: its human capital and its institutional experience for the administration and operation of its airport network as well as the management of the fuel stations of the most important airports of the Mexican Airport System and through institutional planning and structural reform of the sector, it proposed schemes, innovative concepts and investment projects for infrastructure with a regional and sustainable approach that included the participation of state governments and private investors, which was established in the sectoral guidelines and in a new decree that modified and It updated the new reality that prevailed in the country's economy, thus beginning a process of forming airport companies with the airports of Puebla, Querétaro, Toluca and Cuernavaca.

Substantively, ASA continued to participate in the expansion and construction of airport infrastructure and participated in the construction of new airports in Querétaro, Tuxtla Gutiérrez and in the beginning of the modernization and expansion of the AICM and the Toluca airport.

In 2007, ASA operated 24 airports (19 directly and 4 in partnership), and consolidated a productive, efficient airport network, strenuously seeking to comply with national and sectoral strategies, in addition to seeking, as far as possible, profitability for the greatest possible number of airports in its Network, without neglecting its objective of fulfilling a public service.

In addition to becoming an Organization that promoted public-private participation, in the associated airports (Tuxtla Gutiérrez was incorporated into this scheme), capable of adequately satisfying the needs of fuel supply and offering consulting services at the national and international level, the Organization continued to play its role in the construction of airports and the construction of Terminal 2 of the AICM and the expansion and modernization of the Toluca International Airport were completed and work began to provide technical assistance to the Government of the State of Chiapas in the construction of a new airport in Palenque.

Currently, on the one hand, ASA plays a leading role in the development of airport infrastructure and in the emergence of new participation models that hold State Governments jointly responsible with the Federal Government and with private initiative in the modernization of facilities, the diversification of services and the improvement of their finances. On the other hand, its strategic role stands out in relation to specialized training for the aeronautical sector, the most relevant being the construction and launch in 2010 of the International Center for Airport Training and Auxiliary Services (CIIASA), as well as its recent consulting activities in various Latin American countries.

The financial crisis experienced by governments around the world, particularly emerging ones, and the establishment of an economic model that involved State reform and structural adjustment, had a notable impact on Mexico's airport development. The federal government, in the context of a severe economic crisis, decided that, in order to expand and update the country's airport network, it was necessary to work under a scheme that contemplated the participation of private capital. A new legal framework was proposed aimed at promoting and promoting airport development through private investment, based on clear and transparent rules, and competitive and non-discriminatory conditions.

In the 90s, a structural change was made in the Mexican Airport System, by allowing private capital to participate in the operation of airports. In 1998, there was a network of 58 airports managed by ASA in Mexico, the number of which was considerably reduced when the privatization process of the 35 most profitable airports began, forming four regional groups: ASUR, OMA, GAP and AICM.

Faced with this new scenario, ASA's challenge was to reconstitute itself to be an airport and fuel station operating company that competed with international companies and took advantage of the new conditions of the globalized market. ASA began this decade operating 27 airports, as well as 63 fuel stations. It should be noted that the latter were 20 years behind and the facilities, equipment, systems and training programs were beginning to show signs of obsolescence, calling for modernization.

Against this backdrop, ASA took advantage of its strengths: its human capital and its institutional experience for the administration and operation of its airport network as well as the management of the fuel stations of the most important airports of the Mexican Airport System and through institutional planning and structural reform of the sector, it proposed schemes, innovative concepts and investment projects for infrastructure with a regional and sustainable approach that included the participation of state governments and private investors, which was established in the sectoral guidelines and in a new decree that modified and It updated the new reality that prevailed in the country's economy, thus beginning a process of forming airport companies with the airports of Puebla, Querétaro, Toluca and Cuernavaca.

Substantively, ASA continued to participate in the expansion and construction of airport infrastructure and participated in the construction of new airports in Querétaro, Tuxtla Gutiérrez and in the beginning of the modernization and expansion of the AICM and the Toluca airport.

In 2007, ASA operated 24 airports (19 directly and 4 in partnership), and consolidated a productive, efficient airport network, strenuously seeking to comply with national and sectoral strategies, in addition to seeking, as far as possible, profitability for the greatest possible number of airports in its Network, without neglecting its objective of fulfilling a public service.

In addition to becoming an Organization that promoted public-private participation, in the associated airports (Tuxtla Gutiérrez was incorporated into this scheme), capable of adequately satisfying the needs of fuel supply and offering consulting services at the national and international level, the Organization continued to play its role in the construction of airports and the construction of Terminal 2 of the AICM and the expansion and modernization of the Toluca International Airport were completed and work began to provide technical assistance to the Government of the State of Chiapas in the construction of a new airport in Palenque.

Currently, on the one hand, ASA plays a leading role in the development of airport infrastructure and in the emergence of new participation models that hold State Governments jointly responsible with the Federal Government and with private initiative in the modernization of facilities, the diversification of services and the improvement of their finances. On the other hand, its strategic role stands out in relation to specialized training for the aeronautical sector, the most relevant being the construction and launch in 2010 of the International Center for Airport Training and Auxiliary Services (CIIASA), as well as its recent consulting activities in various Latin American countries.