## 4 Results
### Performance Management
The next level of maturity is reached by a company when digital solutions are implemented to measure the performance of logistics processes automatically, and the analytical solutions used enable proactive process management. Figure 12 shows the share of companies reaching the third level of digital maturity in the area of performance measurement by distinguished groups of companies. The results show that only around 34% of the companies surveyed achieve the third level of digital maturity. This result is underestimated primarily by respondents representing medium-sized companies. Only about 17% meet the requirements of level 3 of digital transformation for the analyzed dimension. Large and small organizations at this level of maturity account for around 40-50% of the companies in their group. When broken down by type of business, the level of the different groups of enterprises is more convergent. More than 30% of manufacturing and service enterprises reach the third level of maturity. The lowest rate is characterized by commercial enterprises, among which this level is reached by the same respondents who have reached level 3 in digitalization of process management. An interesting phenomenon occurred for the following two levels of digital maturity assessment. Level 4 refers to companies that use real-time data from various sources to measure process performance. Level 5 maturity, on the other hand, refers to companies that implement best practices for digitalization and automation of the organization's process performance management but also optimize performance measurement based on digital technologies and data from business partners. When asked about implementing best practices in organizational process performance management, around 36% of respondents responded positively--Figure 13. This is a higher percentage than the companies whose answers indicated that they had reached digital maturity level 3. However, analyzing their  
Figure 12: Percentages of companies reaching level 3 of digital maturity in performance measurement dimension. responses concerning meeting the conditions for achieving levels 4 and 5 of digital maturity indicates that many enterprises do not meet the expected requirements. This relationship is shown in Figure 14. This phenomenon is primarily the case for large manufacturing companies. In this case, it can be concluded that these enterprises are focused on continuous development and digital transformation in performance measurement but have not yet reached the desired level of maturity. Figure 14: Discrepancies in responses regarding meeting the conditions for achieving levels 4 and 5 of digital maturity in the performance measurement dimension. Figure 13: Percentages of companies responding positively to the question on the implementation of best practices related to the digitalization of performance measurement in logistics processes. Tables 5 and 6 show the percentages of companies achieving levels 4 and 5 of digital maturity. The breakdown shows the discrepancies related to the uneven digital development in medium-sized commercial enterprises. The selected representatives of this group are more likely to focus on optimizing performance measurement based on business partner data rather than integrating real-time data from different sources. It is also worth noting that most large companies, primarily manufacturers, comparably achieve the maturity levels shown in Tables 5 and 6. In contrast, there is a discrepancy of 20 percentage points between levels 4 and 5 for small enterprises. A summary of the maturity levels in the distinguished groups of enterprises in performance measurement is presented in Tables 7 and 8. Due to the above-described phenomenon of the inconsistency of achieving successive maturity levels, the percentage for level 5 was adopted based on the identified implementation of solutions optimizing the performance measurement process based on business partners' data and not on implemented good practices.