Human-centricity, sustainability, and resilience are the core pillars of the Industry 5.0 concept. The human-centric perspective emphasizes the development of socio-technical systems designed to enhance human health, safety, and well-being while fostering sustainable practices that benefit society at large. This paper presents a systematic literature review to identify the key characteristics of human-centered work environments. The findings reveal growing interest in human factors and ergonomics, with notable gaps in cognitive ergonomics requiring further attention. Beyond ensuring safety and health, human-centric systems must address cognitive workload and well-being to maintain productivity, efficiency, and motivation, which are closely tied to a company’s market performance. This study provides valuable insights for both scientific and industrial stakeholders, outlining the principles and requirements essential for the effective implementation of human-centric systems.

With the introduction of Society 5.0 for the sustainable future, special caution is given to humans’ role within the general system. Similarly, Industry 5.0 as a concept has been presented, followed by Logistics 5.0 in its theoretical framework. The transition towards the new concept of Logistics 5.0 requires an accurate and optimal strategic plan definition for which, in this paper, an implementation model based on decision support systems will be developed. The output data from this model are the priority of Logistics 5.0 elements (from five groups—green warehousing, green transport, green packaging, infrastructure and organization, and human resources) for the optimal implementation, based on three goals (initial investment, return of investment time, implementation and exploitation complexity) that companies aim to achieve in the future. The model is based on the analytic hierarchy process, and data were collected from an expert group and analyzed with several statistical methods. The result is a model that provides an optimal strategy for the implementation of elements of Logistics 5.0. The implementation priority list of elements is very beneficial for the management of many companies from various types of industries.

The implementation of the Industry 4.0 concept enables the flexibility, modularity and self-optimization of the manufacturing process. Process planning, placed in the value chain between construction and physical manufacturing, therefore, also demands digital transformation, while management of the transformation towards the new digital framework represents one of the most demanding challenges. Continuing the research on its structure and role within the smart factory, the main motivation for this work was to recognize the potential of the digital transformation of process planning elements, and to define the key dimensions that are essential for the readiness factor calculation and later transformational strategy formation, but also to recognize the current level of awareness of the Industry 4.0 concept among the process planners, along with the current use of its elements and key priorities for the transformation. The research has therefore been conducted in 34 Croatian metal machining companies, within which the influence of company size, level of education and familiarity with Industry 4.0 on final results and the stage of development have been investigated. The results have shown that the company size has a significant influence on the development stage and the use of certain elements wherein small and medium enterprises (SMEs) have already implemented certain digital elements, while they also tend to have a better fundamental infrastructure when using complex process planning methods, unlike others, which are still highly traditional. Organization and human resources have been ranked with the highest priority for change, while target goals for hardware and software have been set, with the managerial challenges of transformation defined and discussed.

Three-dimensional modelling software tools enable the creation of a digital replica of the product—“Digital Twin”—a representative of “Virtual Reality” as one of the prominent trends of Industry 4.0. The development of the Digital Twin can start simultaneously with the development of the product, primarily for the purpose of selecting optimal technical and technological solutions prior to and during physical construction, and, ultimately, with the intention of managing the entire product life cycle. The Digital Twin, as one of the key technological achievements in the implementation of the business system transformation from traditional to smart, should also be recognized as the cornerstone of the “Shipyard 4.0” model, i.e., its “Cyber-Physical Space.” This paper is based on statistical and empirical data of the observed shipyard with the aim to represent the significance of the Digital Twin ship in preserving and improving the competitiveness of the shipbuilding industry. Namely, with the emphasis this article places on the contribution of “advanced outfitting” in achieving savings in the shipbuilding process as well as its role in attaining high standards of environmental protection and workplace safety, the importance of its further improvement is an obvious conclusion—with Digital Twin being one of the recognized tools for this purpose.

The digitization of the manufacturing industry, 10 years after the introduction of the Industry 4.0 concept, is still one of the most demanding tasks for the companies, especially for SMEs. As one of the biggest barriers in new business model implementation, the lack of strategy and workforce skills is frequently mentioned in the literature. The high level of investments it requires and the perception of high risks with unclear future benefits can be avoided with readiness factor calculation. This paper presents a novel model for readiness factor calculation, oriented to process planning and based on decision support systems. The model enables the definition of the optimal strategic plan for the digitization with the use of decision support systems (analytic hierarchy process) and through the use of statistical methods implemented within the model it minimizes the influence of human subjectivity and quantification of qualitative criteria. This innovative approach enables the understanding of the transition process to new technology-enabled business models, in this case oriented towards process planning. The useability and reliability of the model is proven in a case study of a metal machining company.

The concept of Industry 5.0 provides a human-centered, sustainable, and resilient manufacturing system with a high emphasis on green technologies. This paper will examine the current use and perception of the green and digital technologies in the internal and external transport systems of Croatian manufacturing companies, relying on the continuous work of the authors in the field of local manufacturing industry development and digitalization. On a sample of 112 companies, statistical analysis of the results has shown that the greatest challenge in the digital technologies implementation is the unavailability of the technology on the market and employee resistance to change. The companies perceive benefits of renewable resource usage in internal transport in the rise in environmental awareness and increased flexibility, while the productivity increase and human safety improvement are the crucial reasons for the digitalization of internal transport in Croatian manufacturing companies. In external transport, the use of renewable energy sources is very rare, due to high price and low endurance of the vehicles, but the main reasons for its future possible implementation are environmental awareness, profitability, and sustainability. The majority of the companies in Croatia are still not familiar with Industry 4.0 or 5.0 concept but have shown a high interest for digital and green technology implementation to enable sustainable future development.