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Supplyframe recently surveyed over 60 industry professionals across leaders in high tech, automotive, and aerospace & defense manufacturers primarily based in North America. The goal was to measure the industry’s overall level of digital maturity. We mapped the results to a full Maturity Model and compiled a report based on the findings.
In May of 2025, we conducted a second survey. This time, we increased the participants to 100 total respondents and focused on a global perspective that expanded into the Europe and Asia-Pacific regions.
Join us as we explore the findings from this new survey and compare the overall level of digital maturity from both a North American and broader global perspective.
A Brief Overview of the DSI Maturity Model
Supplyframe’s Design-to-Source Intelligence (DSI) Maturity Model maps the results of both our industry surveys to five possible levels of digital maturity across five distinct categories, including:
- Organizational Structure – The level of collaboration across teams and the scope of alignment between them.
- People and Talent – identifies capabilities, talent, and skills combined with teams’ influence in design, sourcing, and supply chain departments.
- Design for Supply Chain – Assesses overall sourcing strategies, team goals, frequency of sourcing events, and the presence of a “shift left” approach.
- Technology and Systems – focuses on solutions, data management, system integration, automation, and sources of insight for engineering and supply chain.
- Analytics and Performance – This category measures key performance indicators, responsiveness, and the capability to identify critical events or disruptions proactively.
The average score for North American manufacturers in our initial survey was level 2 out of 5. This key takeaway showcased the immense opportunities available for those who wished to embrace digital transformation and the other elements of a digitally mature organization.
Next, we’ll look at key findings from the global survey, including updated averages and regional differences when it comes to digital maturity.
8 Key Findings From Supplyframe’s Global Digital Maturity Survey
Our combined North American and global digital maturity surveys reached 160 respondents with an average of $14.2 billion in annual revenue across the industrial equipment, consumer electronics, MedTech, automotive, and semiconductor manufacturing verticals.
Participants in each survey all held mid to senior-level roles in supply chain management, procurement, sourcing, engineering, product development, and operations.
Here are the key takeaways:
#1) On Average, Global Manufacturers are Between Level 2 and 3
By combining the average scores from both surveys, the average digital maturity score for global organizations is 2.9 out of 5. Interestingly, our global survey respondents scored higher on average compared to North American-based organizations.
This score, which rests near the middle of the DSI Maturity Model, perfectly illustrates the broader state of the industry. The first wave of digitization is underway, but we we can see from the results, there is still significant room to grow.
As we dive deeper into the results, it will become apparent where these opportunities exist as we uncover outdated structures and processes that are slowing or preventing a comprehensive digital transformation.
#2) Many Organizations still rely on Siloed Structures
Much has been said about the downfalls of a siloed structure, especially in today’s complex and ever-changing world. Decisions made in a vacuum can easily lead to downstream issues and supply chain challenges.
Across both our North American and Global surveys, 75% of organizations on average still utilize static tools and siloed structures, with minimal collaboration between teams.
In some cases, there are processes in place to allow cross-functional collaboration between engineering, sourcing, and supply chain teams, but it’s minimal at best. In total, less than 10% of respondents globally are effectively collaborating and sharing insights across product development and strategic sourcing.
Breaking down silos and creating a cohesive digital thread between people and processes allows for better decision making across the entire product development process. Not only that, but it drastically reduces the potential for redesigns and other costly disruptions.
#3) Global Manufacturers are Already Embracing a ‘Shift Left’ Approach
In software development, a “shift left” approach involves moving key functions like QA and testing to earlier in the lifecycle. The goal is to take a proactive approach that identifies and resolves issues earlier.
Global manufacturers should adopt a similar “shift left” approach when it comes to the product lifecycle, and many organizations are already realizing the benefits of this approach. In both of our surveys, over 15% of respondents indicate that they are following a shift left strategy in their design and sourcing processes.
Furthermore, 50% or more respondents in each survey indicated that they are either in the early stages of a shift left approach or actively moving towards the strategy.
As part of this approach, digitally mature organizations are leveraging real-time intelligence at the beginning of the product lifeycle to focus on design decisions that account for component cost, availability, and lifecycle status, among other factors.
Given the uncertainty of the global landscape, a shift left strategy will be crucial for success in the long-term, and it’s encouraging to see how the vast majority of manufacturers see the value in such an approach.
#4) Over Half of Global Respondents are Still Relay on Spreadsheets
In our initial survey analysis, we found that 75% of North American manufacturers were still using some form of ad hoc spreadsheets for sourcing, but the remaining 25% were taking steps to digitize the process.
Despite this, a growing number of respondents on a global scale are showing signs of moving away from spreadsheets.
In our global survey, over 40% of respondents indicated that they are using some form of business intelligence system, but nearly 40% also indicated that they’re still relying on excel-based templates and data warehouses.
The first wave of digitization is here, but for it to be truly effective it needs to be connected to outside forms of intelligence.
When asked about the overall level of automation and real-time intelligence across the design-to-source process, both North American and global organizations self-rated at below average in terms of capabilities.
Many only have access to specific forms of BOM analysis like part lifecycle information, and any further analysis with real-time data requires a significant amount of manual effort.
That being said, in our global survey, a notable 34% of respondents did indicate that they are in the beginnings of a strategic sourcing process that combines part lifecycle data with other forms of intelligence that engineering and sourcing teams can access in their decision-making.
This trend points to a growing wave of digitization that combines new forms of intelligence with capabilities to match, both of which are needed for true digital maturity.
#5) Industry Leaders Recognize the Need for Market Intelligence
Over 80% of organizations say they recognize the need for market intelligence in either ad hoc report form, or as part of a integrated system. This points to a clear readiness to embrace outside-in intelligence.
However, nearly 50% of North American organizations and 60% globally say they would prefer it in ad hoc report form. While this approach is a step in the right direction, it’s ultimately a limited viewpoint based on static information. This resistance to change has been reinforced over time, and it prevents the democratization of intelligence across teams, which can truly transform decision-making for the better.
Even so, there is growing support for a better approach. On average, nearly 80% of global organizations across both surveys believe that data-driven capabilities are important to the long-term success of the business.
Given this, it’s clear to see the shift that is beginning to occur, but it’s also clear that existing systems, siloed teams, and other outdated elements are holding organizations back from reaching higher level of digital maturity.
Industry leaders are seeking ways to connect people and processes in a cohesive digital thread, and part of that means giving teams across the enterprise access to the same real-time intelligence and visibility.
#6) Sourcing Events Still Aren’t Agile Enough
On average, 60% of global organizations report that they require 15-30 days to collect baseline data for a sourcing event. Across both surveys, only 30% of respondents have the capacity to do so in 2-15 days, and less than ten percent can gather the data they need in a day or less.
The events of 2025 alone have shown how quickly market dynamics can shift from day-to-day, let alone one month to the next. Analysis can quickly become outdated, therefore it’s imperative that teams are able to access data quickly for optimal sourcing decisions.
On average, only 20% of global organizations are using shared platforms, but this correlates closely to the percentage of respondents who are able to gather data for a sourcing event in less time.
This correlation also exists if we compare the North American survey results to the global one as well. On average, 15% of North American manufacturers said they could gather sourcing data in 2-15 days, which is above the average. The same percentage of respondents also reported using shared platforms.
In the second global survey, 26% reported that they are using shared platforms to reduce redesign cycles and improve efficiency. In this same survey, 35% of respondents reported a timeline of 2-15 days to gather data for a sourcing event.
As a result, the correlations here indicate that organizations utilizing shared platforms or holistic solutions that provide predictive insights tend to have greater agility. One of the many benefits of a more digitally mature approach.
#7 Most Global Organizations Cannot Proactively Address Disruption
In today’s uncertain global landscape, the ability to accurately predict and mitigate risk is more important than ever. Unfortunately, most global manufacturers are still reactive when it comes to disruption.
Across both surveys, our findings showed that only 5% of global manufacturers can proactively predict and mitigate disruption before it impacts the business. Real-time intelligence and always-on insights are a key element that enables a more proactive approach to risk and disruption.
#8 Sustainability Must Become a Larger Focus
Scope 3 emissions, which focus on the supply chain, can often account for the vast majority of a manufacturer’s overall emissions. Our latest survey found that 60% of global organizations are taking early action in this regard, with some programs in place, but are not otherwise prioritizing analysis into scope 3 emissions for their products.
This is most likely due to the fact that an integrated product carbon footprint view isn’t seen as a differentiator. Cost and continuity of supply will always take priority until we reach a stable market or manufacturers begin to see value in sustainability initiatives.
Discover How Your Organization Compares
Now that you’ve seen how organizations around the globe rank on the Supplyframe DSI Maturity Model, it’s time for you to find how your organization compares to the rest of your peers.
Click here to take a 7-minute self-assessment that will provide you with your own unique digital maturity score, and a roadmap specifically tailored to your organization!