Not only was Digital Transformation (DT) accelerated by the COVID-19 pandemic, but over recent years some companies have already developed actions related to DT. It is well known that DT has many benefits, such as improving business models, making communication channels more efficient and facilitating decision-making. Furthermore, amongst others, one big challenge of DT is to contribute to areas related to sustainability. The objective of this article is to offer an exploratory review of how a small sample of leading Mexican companies have used DT as an enabler to be more efficient in some sustainability-related issues. The companies analyzed in this paper belong to different sectors: communication services, retail, financial, food and beverages, and materials. Through the identification of DT initiatives and implementations across time, a radar chart was constructed in order to identify, as a first approach, those related to sustainability in order to identify evidence of what some companies are doing in this regard. In addition, actions were grouped under the Business Dimensions defined by Deloitte Development LLC in order to emphasize the focus given by the organizations. One of the main conclusions from the evidence is that indeed big companies have a digital strategy agenda but not necessarily related to sustainability, but also that it is collaterally affected positively due to the economies of scale and operational improvements, from DT. This a qualitative primary study that can be reinforced in the future with analytical evidence that can measure impacts, effects, etc., to enrich strategies that relate to both DT and sustainability.

With the pandemic, digital transformation (DT) was accelerated, and consumers adopted new consumption patterns. Therefore, suppliers had to adapt their business models quickly. This study aims to understand the strategies of large suppliers on Mexican corner stores (CS) during the pandemic and show the perception of CS about these DT strategies. Many digital platform initiatives that were developed by both the government and large suppliers are introduced in this chapter. Additionally, interviews with large suppliers' executives were consulted to clarify their activities that were developed in favor of CS. By conducting 20 interviews with CS, the authors found their perception of large suppliers' DT actions. Findings reveal that the lack of training, investment, and incentives are key factors for the entire virtuous cycle to be fulfilled.