Purpose: The aim of the article is to present the key assumptions of Lean Management, with particular focus on the components of Lean Management System and the assessment matrix of implementation the Lean concept. In addition, Author demonstrates the applicability of Lean paradigms to improve the logistics area, as well as to improve the functioning of supply chains, especially by using methodology which links Six Sigma and Lean ideas as well as Agile approach. This paper except theoretical analysis presents lean logistics application in practice. Short case study is developed on basis of best lean logistics practices of company from B2B market. Methodology: The used research approach was the detailed analysis of logistics international literature and case study based on internal documents and interviews with lean managers from international company. Findings: Emphasizing the multidimensionality of the concept, Author indicates potential areas of integration Lean with other tools and strategies used in modern businesses management, like Six Sigma or Agile approach. Additionally article presents practical application of Lean in logistics.

The development of electric vehicle fleets is an important element of today’s economic, social, and ecological development. This multidimensional sustainable process, although not easy, generates many tangible benefits for various stakeholders, ranging from environmental to financial and competence issues. Despite the fact that the phenomenon of transformation toward rational energy management is gaining momentum on a global scale, there is a significant disproportion in terms of development levels depending on the origin of the economy. The aim of this research article is to identify the key factors affecting the development of fleet electrification in the transport, shipping, and logistics (TSL) sector in Poland. Based on a literature review, a fleet development framework was developed using a PESTEL (political, economic, social, technological, environmental, and legal) analysis and evaluated by TSL companies. According to the conclusions drawn, the most important stimulants are economic factors and technological factors, which limit the development of electrified transport fleets in the TSL industry. Based on this, the authors propose various solutions to improve economic profitability and technological conditions. In addition, it was found that the attitudes of the decision makers at transport companies and cooperation within the TSL sector are also important.

The aim of the paper is to recognize the role of external institutions in supporting the Transport, Shipping, and Logistics (TSL) sector in the transformation towards sustainable and low-emission operations in Poland. In the context of the EU’s decarbonization agenda and accelerating climate challenges, the study explores how regulatory, financial, and normative mechanisms affect the electrification of transport fleets. A mixed-methods approach was applied, combining qualitative content analysis of European and national policy frameworks with a quantitative CATI survey among logistics enterprises. The results reveal that legal and normative instruments remain the dominant institutional drivers of fleet electrification, while fiscal incentives—subsidies and tax reliefs—play a supportive but still secondary role. Sectoral and financial pressures from banks and market stakeholders are emerging as new, complementary forces of change. Firm size, ownership structure, and market scope significantly moderate these perceptions. The paper contributes to institutional and innovation-diffusion theory and offers policy insights for designing coherent and multi-level frameworks.

The COVID-19 pandemic has disrupted the education process, including the education and vocational training sector, where readiness to switch to remote learning was not common and obvious. In this exceptional situation, the need to digitise both didactic and organizational processes in institutions of continuing education and vocational training, and the need to ensure the quality of these processes has become even more evident. While skilful management with the support of diff erent tools, including improvement models, is a chance for educational units to survive in a turbulent environment and even to build a lasting competitive advantage. The article presents a proposal to support educational institutions in digitisation processes, developed as part of the international project Quality for digital education readiness in VET (Q4EDU), implemented in 2021–2023 by a partnership of seven institutions from four European Union countries (Polish, Greece, Cyprus and Italy). The proposed methodology is a comprehensive and universal solution for assessing the readiness of education and training institutions for the so-called deep digitisation, including pedagogical, technological and organizational aspects of their functioning. It offers the opportunity to monitor and improve the level of digitalisation through the use of an IT tool, based on the European framework DigCompOrg, and the opportunity to acquire and validate the competence of a digital education expert. The pilot phase in four partner countries has yielded promising results as expressed in the feedback of DigiRAsT users. The tool is available free of charge to staff interested in the development of the institution. Zarzadzanie cyfryzacją instytucji edukacyjnych – model doskonalący Pandemia COVID-19 zakłóciła proces edukacji, w tym sektor kształcenia i szkolenia zawodowego, w którym gotowość do przejścia na kształcenie zdalne nie była powszechna i wystarczająca. W tej wyjątkowej sytuacji jeszcze bardziej widoczna stała się potrzeba cyfryzacji, zarówno procesów dydaktycznych, jak i organizacyjnych w placówkach kształcenia ustawicznego i zawodowego oraz konieczność zapewnienia jakości tych procesów. Umiejętne zarządzanie przy wsparciu różnych narzędzi, w tym modeli rozwoju, jest szansą dla jednostek edukacyjnych na przetrwanie w turbulentnym otoczeniu, a nawet na zbudowanie trwałej przewagi konkurencyjnej. W artykule przedstawiono propozycję wsparcia instytucji edukacyjnych w procesach cyfryzacji, opracowaną w ramach międzynarodowego projektu Quality for digital education readiness in VET (Q4EDU), realizowanego w latach 2021–2023 przez partnerstwo siedmiu instytucji z czterech krajów Unii Europejskiej: Polski, Grecji, Cypru i Włoch. Proponowana metodyka jest kompleksowym i uniwersalnym rozwiązaniem pozwalającym na ocenę gotowości instytucji edukacyjnych i szkoleniowych do tzw. 86 Jolanta RELIGA, Anna WRONKA głębokiej cyfryzacji, obejmującej aspekty pedagogiczne, technologiczne i organizacyjne ich funkcjonowania. Oferuje możliwość monitorowania i doskonalenia poziomu digitalizacji poprzez wykorzystanie narzędzia informatycznego opartego na europejskich ramach DigCompOrg oraz możliwość nabycia i potwierdzenia kompetencji eksperta edukacji cyfrowej. Faza pilotażowych testów w czterech krajach partnerskich dała obiecujące wyniki wyrażone w opiniach użytkowników narzędzia DigiRAsT. Narzędzie jest dostępne bezpłatnie dla kadry zainteresowanych rozwojem instytucji.

The COVID-19 pandemic has significantly and permanently changed modern life in the private and professional dimensions, where numerous consequences of the virus have affected employees and employers. Both groups were forced to implement numerous changes to ensure the work process’s safety. The multi-dimensionality of this concept and, consequently, the multi-directionality of its potential and required actions taken by companies have become the basis for a theoretical and practical analysis of conditions for supporting broadly understood employee safety during the COVID-19 pandemic in selected production companies in Poland. The pilot studies’ results indicated the leading direction and scope of actions taken so far, their main types, stimulating factors and barriers, perceived benefits and future trends. The article’s conclusions may form the basis for universal good practices supporting the safety of employees in the production sector, which, regardless of the duration of the pandemic, may be used as effective and efficient improvement measures in generating measurable benefits for all stakeholders.