## 4 Results
### Performance Management  
In publications on digital transformation in logistics processes, many authors emphasize its significant impact on performance management processes. By having access to data from various sources, integrated in Big Data, companies are better able to monitor the results obtained and analyze them for better process management. Therefore, the second area of maturity assessment in the process area is to determine the level of digitalization of performance management operations. The first level of maturity in the performance management area concerns the implementation of measurement systems in the company, which are based on defined procedures and indicators. Defined measurement systems form the basis for performance monitoring and logistics process management. If the performance analysis of logistics processes is measured in a systematic manner and, in addition, this measurement is supported by digital tools, it is possible to speak of a company reaching the second level of digital maturity in the analyzed area. The percentage of companies that have reached levels 1 and 2 in the analyzed dimension in the surveyed groups of companies is shown in Tables 3 and 4. \begin{table}
\begin{tabular}{l c c c} \hline \hline  & **Small Enterprise** & **Medium Enterprise** & **Large Enterprise** \\ \hline Level 1—Basic & 70.00\% & 50.00\% & 73.68\% \\ Level 2—Discovery & 40.00\% & 33.33\% & 73.98\% \\ Level 3—Developed & 60.00\% & 44.44\% & 63.16\% \\ Level 4—Integrated & 30.00\% & 27.78\% & 42.11\% \\ Level 5—Leadership & 30.00\% & 16.67\% & 26.32\% \\ \hline \hline \end{tabular}
\end{table} 
Table 1: Percentage of companies reaching particular levels of digital maturity in the process management area by company size. \begin{table}
\begin{tabular}{l c c c} \hline \hline  & **Compmercial** & **Manufacturing** & **Service** \\ \hline Level 1—Basic & 60.00\% & 63.64\% & 66.67\% \\ Level 2—Discovery & 20.00\% & 54.55\% & 55.56\% \\ Level 3—Developed & 20.00\% & 63.64\% & 44.44\% \\ Level 4—Integrated & 20.00\% & 39.39\% & 22.22\% \\ Level 5—Leadership & 20.00\% & 24.24\% & 22.22\% \\ \hline \hline \end{tabular}
\end{table} 
Table 2: Percentage of companies achieving particular levels of digital maturity in the area of process management by type of activity. \begin{table}
\begin{tabular}{l c c c c} \hline \hline  & **Response “YES”** & **Small Enterprise** & **Medium Enterprise** & **Large Enterprise** \\ \hline Does the enterprise measure process performance based on & 66\% & 60.00\% & 55.56\% & 78.95\% \\ defined procedures, indicators and targets in the logistics area? & 51\% & 50.00\% & 27.78\% & 73.68\% \\ Does the company use digital technologies to measure process & 51\% & 50.00\% & 27.78\% & 73.68\% \\ performance in the logistics area? & & & & \\ \hline \hline \end{tabular}
\end{table} 
Table 3: Percentages of companies achieving levels 1 and 2 of digital maturity in the area of performance management by company size. The largest share of enterprises reaching levels 1 and 2 of digital maturity is, of course, for large organizations, among which more than 70% reach both of the first levels of development. The greatest disparity is found in the case of medium-sized enterprises, among which only around 50% of respondents who have achieved maturity level 1 report having also achieved level 2. This is also the group of enterprises that has the lowest percentage of organizations that have achieved both level 1 and level 2 digital maturity in the area of performance management. When analyzing the results obtained by type of business, it can be seen that the proportion of organizations achieving level 1 and level 2 digital maturity in the performance management area is comparable for manufacturing and trading companies. The greatest variation is found in the case of service companies, among which only half of the organizations at baseline also reach maturity level 2.