"Where does SME digitalization in Türkiye really stand, and what support is available?" This question is asked at many management tables where a digital transformation budget is under discussion. There is a current, comprehensive source for the answer: on September 10, 2026, the OECD published the economy profile for Türkiye from its SME Policy Index. The report is the seventh edition of the series prepared for the Western Balkans and Türkiye, and the OECD's summary lists uneven digital adoption and skills gaps among the weaknesses that stand out for SMEs in the region.
In this article, we read the report's digital transformation chapter, summarize the score Türkiye received and what the SME survey says, and then put together a practical starter list for companies.
The Report Card: Strong Policy, Scattered Implementation
The index scores policy maturity from 1 to 5; a 5 indicates an advanced framework backed by effective implementation and regular monitoring and evaluation. In the 2026 edition, SME digital transformation was measured as a separate dimension for the first time. Türkiye scored 3.57 on this dimension; the regional average is 3.00.
The picture becomes clearer when you look at the sub-dimensions. Digital policy foundations scored 3.70, digital security 3.47 and advanced technology use 3.37. In all three areas, the lowest score is at the monitoring and evaluation stage: for advanced technology use, the score at this stage is 2.33.
The OECD's overall assessment can be summarized as follows: Türkiye has built a strong strategic direction and a broad support infrastructure, but implementation has remained fragmented and has so far favored project-based use over company-wide transformation. The report notes that most existing strategies contain no SME-specific measures and target industry as a whole, which creates the risk that larger or digitally more advanced firms will benefit more from the support.
On the support side, the report identifies the SME Digital Transformation Support Program of KOSGEB (the Small and Medium Enterprises Development Organization), which began in mid-2024, as the main financing instrument. However, the program was at an early implementation stage in its first year, and according to KOSGEB's activity reports, no SME received a support payment in 2024. The OECD also notes that most support is credit-based and delivered through banks, and that Türkiye makes limited use of simple instruments that are common in the EU, such as digitalization vouchers.
What the Survey Says: Widespread but Shallow Use
The report's company-level findings are based on an SME survey the OECD conducted in 2025. The data for Türkiye was collected online through the KOSGEB network between July and September 2025, and 377 SMEs from Türkiye responded. The percentages below therefore describe the companies that took part in the survey, not all SMEs in Türkiye.
- Basic tools are widespread: 93% of respondents use at least one digital tool; 80% have a website, 75% use e-invoicing, and about 43% are active on social media.
- Advanced use is limited: The share of those using big data analytics is below 5%. The OECD describes this picture not as transformative but largely as functional digitalization.
- Motivation is operational: The most common reasons are automating processes (57.0%) and monitoring activities (56.3%), while among digital tool users the share citing the search for a new revenue source is 15.5%.
- Support is little known: Only 17% are aware of public programs aimed at digitalization; in the OECD sample, the share is 21%.
- The barriers are cost and skills: 47% of respondents see the cost of acquiring and maintaining equipment as a barrier, 40% the cost of training, and 28% the lack of time.
- Expertise comes from outside: About 46% rely on an external consultant to implement digital tools (27% in the OECD sample); the share employing their own IT specialist is 22%. Among respondents, 44% do not provide regular digital training.
- AI is at an early stage: About 26% use some form of AI, and use is concentrated in generative AI tools. Use of an AI system developed for the organization itself stands at 6%; the AI usage rate in the regional average and in the OECD sample is 39%.
- Visibility in cybersecurity is lacking: More than 85% use at least one security tool, but these are mostly basic measures such as antivirus software and strong passwords. Among respondents, 35% are not sure whether their business has experienced a cyber incident.
From Report Card to Company: Where to Start?
The steps below are a general framework derived from the report's findings; each company needs to adapt it to its own scale, sector and existing systems.
- Measure process depth, not the number of tools. A website and e-invoicing are a starting point. List which core processes (purchasing, inventory, finance, customer relations) run digitally end to end and which still depend on manual transfer. To go beyond the mandatory e-transformation, see our e-invoicing article.
- Shift the goal from "monitoring" to "decision-making." The survey shows that digital tools are mostly used for automation and monitoring. Defining which management decision the collected data feeds is the first step toward using analytics.
- Scan support programs regularly. Only 17% of respondents are aware of public programs. Designating someone responsible for following KOSGEB, TÜBİTAK (the Scientific and Technological Research Council of Türkiye) and development agency calls makes financing options visible.
- Plan external support and in-house capability together. Relying on an external consultant is not a problem in itself; but if the knowledge does not stay in the company, every new step ties you to outside help again. Add a knowledge-transfer and internal-ownership clause to every project. Our article on the IT specialist shortage can guide you on the details.
- Start AI with a controlled pilot. Use is concentrated mainly in generative AI tools. Choosing a measurable business problem and starting with a short pilot lets you see the return before scaling; for the framework, take a look at our AI roadmap article.
- Close the "I don't know" gap in cybersecurity. Add logging, incident detection and at least one employee training session a year to the basic measures. Write down in advance what to do when an incident occurs.
- Set up your own monitoring indicators. The fact that the OECD gave its lowest score to monitoring and evaluation is a reminder for companies, too: define a success criterion and a review date up front for every digital investment.
Conclusion
The OECD's 2026 report card says two things at once: Türkiye is above the regional average in digital transformation policy, but in most SMEs digitalization is still limited to basic tools and operational needs. Support exists but is little known; capability is largely sourced from outside; and the use of AI and data analytics is at an early stage.
The takeaway for companies is to go deeper into their own processes instead of waiting for the policy environment: first an inventory and priorities, then measurable small steps and a management rhythm that tracks those steps.
Why logistics experience matters here. The survey shows digital tools used mostly to automate and to monitor, and step 2 asks you to move from monitoring to decisions. Logistics draws that line every day: knowing where a shipment is differs from deciding what to replenish and how to route it. Mapping which processes still rely on manual transfer (step 1) and fixing a success measure and review date for each investment (step 7) are everyday practice in a well-run warehouse or distribution network. One of Orient Global's consultants brings more than 30 years in operations, logistics and supply chain: at a technology distribution company of roughly one billion dollars in scale, he ran logistics, warehousing, technical service and administrative operations end to end, building and leading teams of 100+ people and delivering lasting gains in operational performance through KPI-driven programs. He has also designed and directed large-scale logistics and distribution networks, including nationwide warehouse and transport operations, across leading retail, logistics and distribution organizations. An industrial engineer, he now brings that supply-chain discipline to SMEs through AI and automation. Meet our consultants.
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