## 2 Theoretical Background
### Human Resources and Logistics 4.0  
The pace of change brought about by Industry 4.0 in regard to how work is organized is unprecedented, as was to be expected. Industry 4.0, as it is commonly known, involves cutting-edge technologies that encourage the interconnection of people, processes, products, and services (e.g., Internet of Things (IoT), Big Data, etc.) [30; 60]. The digitization of processes, the influx of massive amounts of data, and the adoption of Industry 4.0 technologies (such as simulation, cloud computing, autonomous robots, the Internet of Things (IoT), additive manufacturing, etc.) led to the creation of new data in processes for production and logistics, as was already mentioned. Smart processes and smart goods are two categories of innovations produced by these criteria [61; 62]. One of the main problems of Industry 4.0 today is the need for changes in the workforce, which will need to be trained and qualified to be able to develop high problem-solving and decision-making skills in an environment of extreme complexity [63]. New standards for employee talent and skill are set by Industry 4.0 and Logistics 4.0. According to numerous studies, Industry 4.0 has resulted in a 6% rise in employment overall, but automation has also led to the displacement of low-skilled manual laborers and increased demand for software and IT technologies, which has led to an increase in the need for professional developers. Additionally, businesses need to implement fresh approaches to the development and management of their people resources. However, the workforce distribution--that is, the number of employees with each set of skills--should be in accordance with the coverage of consumer demand [64]. In the context of Industry 4.0, a variety of talents for employees is crucial. Collaboration skills amongst various corporate divisions, strategic thinking, computer proficiency, general work aptitude, leadership, culture protection, and information security are a few of these [65]. The human aspect in Logistics 4.0 is proving to be one of the most critical to address. People in the supply chain can be divided into two stations based on the variety of functions they perform [66; 67]:  
1. Role replacement by technology. 2. Technology support and performance enhancement. The phrase \"Logistics 4.0\" is frequently used to describe logistics systems that take full advantage of employee skill sets and are adaptable to changing market conditions and consumer demands. The Logistics in Industry 4.0 aims are as follows [47]:  
* Decision-making and support in the dualities of big data analytics to automate decision-making processes or assist human decisions based on data. * The identification of unique materials and linkage to IoT technologies and smart sensors that can do so will improve product tracking and tracing in and out of plants. * Real-time access to data and information from many sources is made possible by the information flow that occurs as a result of its systems integration, which also makes use of cloud computing. * Automation, robots, and new manufacturing techniques will bring about new products and intelligent/smart transportation systems that can support or replace manual labor in manual jobs. In any case, it is clear that Logistics 4.0 can successfully support both physical processes related to, for example, material handling, storage, or transport, as well as management processes mainly related to resource planning. However, it is evident that a new scenario requiring close collaboration between humans and machines is emerging in modern logistics. Within this framework, responsibilities pertaining to internal and external logistics fall into two areas of support for new technologies. The first relates to internal concerns [68; 69; 70]:  
* Known as material flow handling technologies, these technologies include external human augmentation to improve human performance, prevent workplace injuries, and facilitate the lifting and moving of heavy objects.