## 5 Discussion  
### Main Trends and Concerns  
Using a literature review, we had the opportunity to highlight the evolutionary future elements of a specific field regarding the critical steps and conditions in an Industry 4.0 business model in logistics, at the same time bringing to the surface emerging trends and concerns in the respective field of study. In the first phase, the most dominant trend concerning the logistics industry is the Application of Industry 4.0 Technologies and how they can be integrated into the operations of the business to improve performance and efficiency. The Internet of Things (IoT), Cloud Services, and Big Data Analytics are the technologies with the biggest impact on the way logistics businesses operate in comparison to other Industry 4.0 technologies [75]. Of course, in this case, the importance of digital transformation should be emphasized, as it is the basis for the integration of Industry 4.0 technologies in all aspects of business, fundamentally changing the way it operates and providing value to customers. At the same time, digital transformation strongly emphasizes the importance of business model innovation in logistics companies that want to make the most of Industry 4.0 technologies [8]. At the same time, it should be noted that logistics companies should also focus on developing smart products that communicate with each other as well as with the existing system. This relationship is equally important to the literature as it highlights the development of new Industry 4.0 technologies while examining their impact on business models [76]. Another trend that has recently come to the fore is the strengths and skills SMEs need to successfully implement Industry 4.0. In this case, it is emphasized that it is not necessary for SMEs to use all the resources and capabilities of Industry 4.0 but rather to focus on identifying and prioritizing the main skills and resources needed to effectively exploit the benefits of Industry 4.0. In this regard, SMEs can develop these key resources and capabilities both internally (through process and product innovation focused on digital technologies, human resource management practices, and top management commitment) and externally (through the recruitment of skilled workers and through networks of creative collaboration). In this case, the key to this venture is change management, which in turn determines the successful implementation of new technologies and business models [13; 77]. The only thing that is certain is that change management starts with learning and training  
Figure 4: The subject areas of investigation and the final sets of papers selected for review. programs to help staff members acquire new skills required by Industry 4.0. On the other hand, the concept of training in the light of Industry 4.0 is somewhat complicated, especially for SMEs, as it requires a significant change in training and work design, especially for qualitative elements of work organization and the human-computer interface, and it is one of the biggest challenges faced by businesses in the era of Industry 4.0 [64]. In addition, typical industrial personnel lack the necessary digital proficiency to handle the complexity of Industry 4.0 technologies. In the end, staff training practices and risk management are highly interrelated skills in trying to establish an effective operating model with a well-developed culture that minimizes the possibility of crises within companies or possible \"embarrassment\" in external events [78]. A distinct trend that has become increasingly identified with Industry 4.0 and logistics is the early stages of Quality 4.0 and its accompanying processes. These accompanying processes include the assessment of readiness for an organization. Generally, in the literature, such tools are observed that can classify an organization according to how prepared it is to implement Quality 4.0 and the vestibule of the Industry 4.0 architecture [55].