# Trends and Recommendations for Enhancing Maturity Models in Supply Chain Management and Logistics
## 1 Introduction  
In an increasingly customer-centric global context, Supply Chain Management and Logistics (SCML) have gained significant importance [1]. Organizations are striving to optimize business performance and foster collaboration among supply chain actors to meet customer satisfaction goals [2]. [PERSON] and [PERSON] [3] highlight the impact of supply chain management maturity on operational and organizational performance. Similarly, [PERSON] et al. [4] suggests that higher maturity in supply chain management leads to strategic advantages for organizations. Thus, the concepts of business maturity and business performance are closely intertwined: adopting a systematic approach to monitor and control performance allows organizations to identify areas for improvement and optimization. The literature offers various tools for performance assessment. [PERSON] et al. [5] compares 16 models for performance measurement and provides a framework to determine the most suitable model based on decision-makers' needs. Other tools and classifications exist: according to [PERSON] et al. [6] models can be categorized as either performance measurement-driven or maturity measurement-driven. The former offer general frameworks for supply chain assessment, such as activity-based costing, balanced scorecard, and supply chain operation reference model. The latter apply maturity concepts in specific activities involved in the supply chain, such as the logistics [7], manufacturing [8], and sales and operations planning [9]. Maturity models (MMs) serve as strategic tools for assessing and improving specific attributes of an entity over time. They show a dual nature, functioning both as assessmenttools and frameworks for continuous improvement [10]. Entities encompass a wide range of objects, people, and processes, while attributes vary depending on the application area and external factors. In the field of SCML, examples of attributes include maturity, capability, and diffusion. A relevant example is that of the supply chain management maturity model (SCMMM), which aims to structure and integrate processes across the entire supply chain. These processes need to be defined, managed, measured, and controlled, extending beyond the scope of individual organizations [11]. They encompass activities spanning from supplier relationship management (SRM) to customer relationship management (CRM), incorporating the conventional SCOR processes of plan, source, make, and deliver [12]. These activities are all geared towards achieving continuous performance improvement and generating value for the entirety of the supply chain. For this reason, maturity refers to an organization's ability to continuously improve in a specific discipline [13]. Capability represents the capacity to deploy resources through processes to achieve desired outcomes [14]. Finally, diffusion entails the communication and dissemination of new or innovative elements through social systems [15]. Moreover, MMs serve as valuable tools, enhancing shared knowledge, aiding decision-making, and providing improvement pathways [16]. These tools follow a systematic methodology encompassing the phases of scope, design, and application, often in collaboration with field experts to ensure practical applicability [17]. The practical benefits [18] of MMs in SCML have been confirmed in both the manufacturing [19] and service sectors [20]. For instance, [PERSON] and [PERSON] conducted a study to measure the supply chain management maturity of 57 manufacturing companies, aiming to identify the most influential factors [3]. In another study, [PERSON] and [PERSON] assessed the sustainable logistics management maturity of 190 Polish transportation companies, investigating the impact of factors such as company size and business profile on maturity levels [21]. [PERSON] et al. compared 23 companies from the automotive, manufacturing, and electronics sectors to evaluate the overall readiness for Logistics 4.0 [22].