Digital Competencies in Polish Logistics Companies – Digital Security Profiles and Management in the Light of the DigComp 2.2 Model
Purpose: The aim of this article is to assess the level of digital competencies among employees of small and medium-sized logistics enterprises in Poland and to identify areas requiring support in the context of the sector's digital transformation. The article also aims to analyze the structure of relationships between individual digital competency domains according to the DigComp 2.2 framework and to define employee competency profiles that can serve as a basis for developing training strategies, development programs, and digital security management. Design/Methodology/Approach: The survey was conducted among 367 employees employed in 207 small and medium-sized Polish logistics enterprises (SMEs) in Section H of the Polish Classification of Activities (PKD) in the first two quarters of 2024. A self-assessment questionnaire based on the DigComp 2.2 model was used, expanded to include elements addressing new digital challenges such as artificial intelligence, digital ecology, and disinformation. Data were analyzed using descriptive statistics, correlation matrices, and K-Means clustering analysis, which allowed for the identification of three coherent competency profiles of respondents. Findings: The study revealed that the average level of digital competencies among employees was 2.99, corresponding to level B1 on the DigComp scale – a functional level, but insufficient in the context of advanced digitization of logistics processes. The most developed areas were “Communication and Collaboration” and “New Digital Challenges,” while the weakest were “Problem Solving” and “Security.” Correlation analysis revealed strong interdependencies between digital content creation, communication, and problem solving, confirming their complementarity in professional practice. Areas related to information and security showed weaker relationships with the others, indicating the need for better integration in work processes. Clustering revealed three competency profiles: entry-level users, digital leaders, and future specialists, suggesting the need for individualized training programs. Practical implications: The research findings have implications for both management and security theory and managerial practice in logistics companies. They point to the need to implement diverse and modular training programs tailored to employee competency profiles. Companies should foster a culture of digital knowledge sharing, implement mentoring, and continuously monitor progress based on the DigComp framework. It is also necessary to incorporate digital competency assessment into HR systems, periodic assessments, and professional development plans. A key development direction is strengthening digital security through regular training, testing, and preventative cyber hygiene measures. Originality/Value: This article provides both cognitive and practical value through a comprehensive assessment of digital competencies in the logistics sector, utilizing the latest DigComp 2.2 framework. It highlights the need to move away from uniform training models in favor of a personalized and data-driven approach. The presented research findings provide a foundation for developing human capital development strategies in logistics companies that support digital transformation and increase the industry's competitiveness. The findings can be used by both practitioners and theoreticians in the area of digital competencies of logistics company employees.