## 3 Results: Verification of the Proposed Methodology  
The verification phase was divided into three parts--input (data collection), calculations, and final evaluation in manufacturing companies [22]. The input phase was focused mainly on data collection. As a part of the process, a determination of the evaluation system was needed to tell how the methodology would be applied. These data were collected by a structured interview, also for a better understanding of indicators. Level assignment for all indicators was an output of this research part [22]. Five readiness levels + zero levels were established for the evaluation methodology itself. There were therefore a total of six levels for this methodology and they described the maturity of the company depending on a specific indicator. The established levels were ascending. The methodology was designed so that companies could naturally develop the readiness of their internal logistics processes according to levels. The levels were set in such a way that they covered the assessment of the readiness of the enterprise as appropriately as possible. Therefore, they worked with a certain set number and definition to comply with the compromise. A small number will not create an objective detailed evaluation; a large number of levels, on the other hand, creates small deviations between the levels and the evaluation becomes unnecessarily complex, also because it would be difficult for the company employee to answer the questions, since the differences in the answers to the questions would be minimal and there could be wrong answers. A zero level was also incorporated into the design of the levels. The main idea for designing the zero level was not only its inclusion as the worst level, but also the primary criterion for this level was that the processes were not defined at all. Furthermore, the levels were stepped, and the ascending principle was preserved with certain links between the levels. So there were six levels of readiness with this brief characteristic (see Table 1 below) \begin{table}
\begin{tabular}{c c c} \hline \hline
**Level** & **Management** & **Processes** \\ \hline Level 0 & Unmanaged & Processes are not explicitly defined. \\ \hline Level 1 & Managed & Certified process management. \\ Level 2 & Controlled & Digitized data collection (from processes), the introduction of automation. \\ Level 3 & Controlled & Part of the process is automated and connected to an external data source. \\ Level 4 & Controlled & Processes are automated, with limited human intervention. \\ Level 5 & Controlled & Processes are automated and human-controlled. \\ \hline \hline \end{tabular}
\end{table} 
Table 1: Six levels of readiness. The next phase was calculation. By entering this phase, indicator values were assigned after the implementation of a structured interview. Partial and final results were obtained based on the proposed system of the evaluation presented earlier [22]. In the evaluation phase, results from earlier phases were processed. The dimensions and subdimensions were compared and the overall readiness level was determined. The graphic form of the results was also included [22]. Input data were obtained by interviews with employees of the evaluated company (in most cases head of the logistics department). A total of 29 different companies were questioned, from the Czech Republic. Most of the evaluated companies were located in the Pilsen Region (23 companies). To ensure objectivity, the application was applied to all companies, regardless of their main attributes. The verification dealt with data analysis from the applied methodology, compared subsequently to the company's general focus. For the correctness of the conclusions, the sample must be representative. As part of verification, this was a smaller study for research purposes. Input data were obtained by conducting a structured interview with an employee of the evaluated company, who in most cases was the head of the logistics department or a representative.