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This paper examines how the Balanced Scorecard (BSC) and Digital Maturity Models (DMM) can be integrated as strategic management tools for Digital Transformation (DT) in manufacturing companies. The paper first presents the theoretical foundations of both models and then demonstrates their application in the context of digitalization. The BSC approach is enhanced with specific digital Key Performance Indicators (KPIs) and perspectives, while the acatech Industry 4.0 Maturity Index serves as an assessment framework for digital maturity. The integration of both models is presented in a matrix that links strategic objectives with operational development stages. This combined methodology provides companies with a structured framework to plan, implement, and monitor their Digital Transformation, considering both strategic alignment and operational maturity.
Strategic management is pivotal within production and operations, especially in sectors like the railway industry where the complexity and scale of projects such as locomotive retrofits with European Train Control System (ETCS) installations demand meticulous planning and execution. This form of management is crucial for aligning operational efficiency and safety with broader organizational goals through systematic planning, monitoring, analysis, and assessment. Retrofit projects in the railway industry, aimed at upgrading locomotives to enhance their performance, efficiency, and compliance with new standards, are quintessential examples of strategic management at work. These projects not only demand a careful allocation of resources but also necessitate optimal logistics and resource management, particularly when components must be shipped internationally and installed on-site. The effective management of these elements ensures that the retrofitting processes are both streamlined and cost efficient.
