## 3 Methodology  
Many academic and industry publications and reports emphasize that Industry 4.0 and the COVID-19 pandemic have significantly accelerated digital transformation processes in many countries, sectors, and global supply chains. This is also confirmed by the authors' observations during their research projects and study visits to partner companies. However, in their research, the authors noticed, as did other researchers (e.g., [35]), that the primary attention of managers in modern organizations is focused primarily on digital transformation concerning production processes. Meanwhile, as noted in the introduction, to achieve the full benefits of the digital transformation being implemented, it is necessary to extend it not only to manufacturing processes but also to other operational processes, including logistics. For this reason, the authors of this article posed the following research questions:  
* Q1: How does digital transformation support managing logistics processes in companies? * Q2: How are companies using digital technologies in performance measurement of logistics processes? * Q3: What tools do enterprises use to support logistics professionals in their operational activities? * Q4: Which technological solutions are used in logistics systems, and to what extent? For questions formulated in this way, the research's aim was defined, which is to determine the level of digital maturity of logistics processes in enterprises in Poland after the COVID-19 pandemic. A 4-step research procedure was adopted to achieve this aim. The procedure is presented in Figure 4.  
Figure 4: Research procedure. The starting point for answering the underlying research questions was selecting a suitable digital maturity assessment model whose assessment areas relate to logistics processes. The DMM-OP model, developed by [PERSON] and described in [36], was used for the research. The model performs maturity assessment at two levels--organization and processes. At the organization level, three areas are assessed: Strategy, Corporate Culture, and Data. The assessment at the organization level refers to the central digital transformation covered by the entire enterprise and is expressed in the mandatory corporate culture and management strategy. At the process level, four areas are assessed: Processes, Business Partners, Employees, and Technology. The process level refers to the specific business area of the company and the digital transformation targeted at specific operational processes related to this area. The object of the analysis carried out in this article is to assess the level of digital transformation of the surveyed companies only in the area of the internal logistics system. For this reason, the results presented refer only to the selected three areas examined in the DMM-OP model: Processes, Employees, and Technology. * Processes--This includes the creation of a framework for value-adding processes for the company and their organization. The level of digitalization, automation, and optimization of operations is assessed in relation to these processes. The analysis includes not only how processes are performed but also the systematization and automation of measurements. It is also essential to use the results of the measurements for analyses aimed at optimizing and proactively managing the implemented processes. Two sub-areas are distinguished in Processes: (1) performance management and (2) process management. * Employees--Digital maturity assessment models focus primarily on developing an employee's digital competence. However, an equally critical issue is the resistance to change and the reluctance of people to work with machines, which can effectively block any action aimed at digitalization processes. Employees' attitudes are influenced by the perceived benefits of the support they receive in their ongoing operations provided by the digital solutions implemented.