## 7 Discussion  
The first and most important phase for the development of the methodology was a literature evaluation and finding the opinions of experts who deal with this field and related research. Comprehensive research revealed the theoretical basis on which the proposed methodology is based and therefore it is based on solid foundations and pillars. For example, two companies were personally visited for consultation to analyse logistics audit methodologies. The already established audit methodologies and readiness models which were analysed and compared served as inspiration for creating a new methodology focused on the company's internal logistics, which included a new key factor for assessment--Industry 4.0. Preparedness models provide reference models for scientists and professionals in Industry 4.0 or Logistics 4.0. However, models with a focus on internal logistics or logistics are generally not effective (they cover only some parts of this area and very generally leading to biased results). This underlines the need for such a tool. The second phase was creating data that will be unchanged in the methodology application, and one of the key parts comprises the characteristics of the indicators from the structure of internal logistics with defined levels. The evaluation subject is the proposed structure of internal logistics, where the whole area is divided. One of the partial goals was that the methodology is not just a basic screening, so internal logistics is structured into sub-dimensions, etc. It is worth mentioning that this division is also determined on the basis of observations of individual logistics operations within a company in the real environment as a form of appropriate preliminary research. Consultations were also held with a mathematical analysis expert concerning the assessment method with a tier system. In the third phase, the methodology was first tested for its feasibility on a real case study and after subsequent validation applied in 29 industrial companies. More than 50 industrial companies were contacted to verify it; however, some of them were not interested and did not want to be analysed and evaluated, because apart from CNC machines, which are already part of all workplaces focused on engineering production, these companies do not have any other automation or do not plan to have it in the future. Some companies were not interested in the results, and in addition, they are private entities that did not want to have their results published. The application of the methodology in real companies has shown its effectiveness in an industrial context and the results show the strengths and weaknesses of companies with regard to their readiness to implement Industry 4.0 technologies. In general, research in this area and design of a methodology represent important steps towards strengthening the transition to Industry 4.0 in a company's logistics processes. After application, the methodology's basic properties were profiled and among the main ones it is possible to state that the evaluation results are summative, data collection takes in the order of hours, and repeatability of evaluation (periodicity) is possible. Knowledge of logistics processes and existing technological equipment, and the level of evaluation of logistics processes using qualitative indicators is medium. The main feature is its diagnostic character. The methodology assesses readiness, reveals weaknesses and problematic areas (low level of readiness), but does not give precise procedures for design measures that could increase the level of problem areas. The aspects related to the reliability and practicality of the proposal are summarized:  
* The methodology focuses only on the readiness of internal logistics processes for Industry 4.0. The methodology is not an alternative to a logistics audit. The structure of internal logistics is therefore designed to optimally cover the largest possible field of these processes. Therefore, a total of 46 indicators are proposed.