## 1 Introduction  
While the previous industrial phase brought computers and robots to the industry, the Fourth Industrial Revolution connected them and taught them to communicate with each other. The key to the concept of smart factories is the ability to interconnect all operating machines and equipment [1], and only within the manufacturing sector. However, the pace of adoption of the Industry 4.0 concept varies across industries and companies [2], and the concept is at the heart of many futuristic visions. However, we need more information on the current state of preparedness in industry and especially in mechanical engineering--i.e., a key industry for the implementation of the Industry 4.0 concept [3]. The aim of this article is to describe the issue of readiness models for the Industry 4.0 concept [4], which they commonly use as tools for conceptualizing and measuring the maturity of an organization or process related to a specific target state. Characteristic for the models is their use, because on this basis, it is possible to identify the current readiness for the concept of Industry 4.0 comprehensively in the whole company or in various sub-areas. The concept of Industry 4.0 is also inflected in the field of logistics with the introduction of automation, robotics, or modern warehouse systems with a key element of digitization [5]. Development based on these principles presents huge challenges for the logistics sector as well as opportunities for further growth and development. However, it is important to be more specific because the field of logistics is very large. Industry 4.0 technology will also be reflected in internal logistics processes. Internal logistics, as stated by [6; 7; 8], is a very important part of production processes [9], only areas such as warehousing and supply of production lines with input materials are among the key processes of the company. This process is different according to the types of production. For series production, it is possible to automate, for example, using automatically guided vehicles [10; 11]. For small series production, this is still very difficult due to the complexity and irregularity of the process. Based on the concept of Industry 4.0, the irregularity of processes can be changed into an autonomous form and, for example, self-learning robots [12] can be a link that can eliminate this short-coming. If we start from this concept, all warehousing operations will be fully automated, from the receipt of goods, through storage to picking and assembly into production. A software-controlled warehouse connected to the material flow is one of the central aspects of the concept. At the end, there should be self-sufficient production, where the machines themselves ensure the order and import of parts or materials from the production or input warehouse. Based on the complete interconnection of the warehouse and production [13; 14; 15], as presented by most operations, these will be managed automatically and the internal logistics will have a central function in the management of material flows [16]. Enterprise information systems coordinate logistics flows in the company in real time, which eliminates logistics downtime, provides up-to-date and accurate information on material movements in the company and on movements of finished components between warehouses and production, and automatically integrates relevant data. After these positive aspects of the applicability of Industry 4.0 to the field of internal logistics [17; 18; 19], we can ask the question, what impact will the process of digital transformation have on individual companies and how great will be its potential for internal logistics? Most possible solutions in the field of internal logistics are related to automation and robotics. Robotic handling equipment can operate without added infrastructure and is un-restricted on fixed routes, offering great progress in terms of flexibility, utilization, and productivity.