The article describes a proactive approach to smart maintenance and smart logistics. It presents the areas through which all companies must pass. For its successful implementation it is necessary to introduce appropriate management practices also into the area of maintenance. Irrespective of the level of maintenance work in a particular organization, gradual development of maintenance management is needed. The goal is excellent quality of equipment maintenance. The logistics of tomorrow will be supported, to a high extent, by logistics assistance systems. The logistics world is changing - key terms such as Smart Logistics, digitization of the supply chain or Industry 4.0 are widely discussed and already mega trends.

In the pursuit of economic survival in the current competitive conditions with the aim of long-term prosperity and sustainability in the market, many companies today approach significant strategic changes in the management of their business. The purpose of this study is the design of a systematic procedure for implementing strategy changes into internal business processes for a project-oriented production type of organization. The proposed methodology contains steps where the selection and verification of key performance indicators at individual levels of management takes place. Furthermore, their monitoring and quantification of the impact of the change in strategy on internal company processes. The result of the study explains how the management can monitor and evaluate the chosen processes in accordance with the fulfilment of the chosen strategy of the company, which supports the systematic introduction of changes in the processes with the aim of sustaining the company’s performance.

The presented contribution deals with the research of the maintenance strategy and procedures for improving maintenance processes in order to increase the efficiency and quality of the production system. It is based on a thorough analysis of the research of the available literary sources published in foreign and domestic scientific journals. The subsequent proposal includes defining new goals and maintenance performance indicators relevant to today’s production systems to track improvements in the sustainable development of the production system. There are also basic principles of the maintenance strategy with links to the production system and the choice of strategy for the organization. This paper emphasizes the audit of maintenance management and the implementation of quality in maintenance. Next, a new procedure for changing the maintenance strategy is described. This process includes reviewing the criticality of machines and equipment and their structural units, then resource and capacity planning and inputs for maintenance management, and the impact of maintenance on the operating costs of the production system. This was based on which partial projects in companies were verified—automotive industry (spare parts, preventive maintenance, planned maintenance, RCFA, TPM), rubber industry (quality, production efficiency), pharmaceutical industry (preventive and predictive maintenance), engineering industry (TPM, LOTO, RCM). The overall verification of the creation of the maintenance strategy and the proposed methodology was carried out on the basis of the outputs of the sub-projects and overall projects in the following companies with positive results—glass industry, chemical industry, and operational research (research and development of equipment for non-reactor parts of nuclear power plants). Ten steps of the audit of the current state of the management of maintenance processes were proposed, to ensure economic improvements in the costs of maintenance processes and operating costs, ensuring competitiveness. A methodology for changing the maintenance strategy focused on the efficiency, quality, and costs of the production system was proposed. The average benefits from the implementation of strategy changes in organizations reached at least the following: (1) increase in production efficiency—OEE (7%), (2) improvement in production quality (20%), (3) improvement in performance (15%), and (4) reduction in maintenance process costs (10%) in implemented projects.

The optimization of business processes is essential for enhancing efficiency and competitiveness in today’s dynamic industrial environment. This study presents a novel approach that integrates Artificial Intelligence (AI) with Failure Mode and Effects Analysis (FMEA) to automate risk assessment and enable predictive maintenance. Using real-world data from a glass manufacturing company (SK), we implemented machine learning models—Random Forest and XGBoost—to predict Risk Priority Number (RPN) values and classify failure risks. The Random Forest Regressor achieved an Coeficient of Determination (R²) of 0.999, Mean Absolute Error (MAE) of 2.18, and Root Mean Square Error (RMSE) of 2.65, indicating high accuracy in risk prediction. The Random Forest Classifier reached a classification accuracy of 82.9%, with strong recall (92.4%) for high-risk cases, making it practical for industrial deployment. The proposed AI-enhanced FMEA system supports dynamic risk management, reduces downtime, and improves maintenance planning. Our findings demonstrate that AI can significantly strengthen traditional FMEA practices and serve as a foundation for intelligent, data-driven decision-making in industrial environments.

Strategic management determines the direction of a company for several years ahead. Managers and business owners who create strategies must anticipate and be able to see systemically. Logistics is a fundamental process in the industrial field, and despite the constant emphasis on importance, companies encounter problems in this area. A prerequisite for properly functioning logistics for companies operating in the industrial sector is an appropriately chosen logistics strategy, which is the subject of this work. The first part summarizes the theoretical basis for strategy and logistics, current trends, and influencing logistics processes. The second chapter analyzes the current state of logistics strategy development and summarizes its problem areas at the same time. The focal part of the contribution is the innovative proposal of the methodology for developing the logistics strategy in the industrial area through a progressive approach. The methodology is partially verified. The proposed methodology offers companies the opportunity to evaluate the current state of the logistics system correctly, select the correct elements of the external and internal environment affecting logistics processes, define goals and limitations, choose the right indicators that will enable the evaluation of the implemented strategy, formulate a strategy that will reflect the requirements of the company and include new technologies, correctly create the framework of the strategy implementation project, and, finally, visualize and evaluate the selected indicators during and after the implementation of the strategy. Among the created variants of the logistics strategy is the introduction of elements that will lead to the gradual development of the Industry 4.0 trend in a company.