Currently, many new challenges, such as multiplication of data and information, mass customization, global cooperation, and scarcity of resources, shape the relationships among different actors. Therefore, when managers have several projects to schedule, human resources allocation becomes much more complex to grasp. The work in this paper is to propose a human resources allocation methodology in design process to cope with the adaption of the Product‐Process‐Organization (P‐P‐O) model for the factory of the future. According to the new concept in the Industry 4.0, future human resource organization structure will be the horizontal and point‐to‐point structures. Therefore, this paper discusses the related concepts regarding human resource horizontal ability and project urgency level.

Abstract.Better understanding of the current product End-of-life sustainable practices leads to important feedback for the design of more "sustainable" so called eco-products, by identifying the design improvements that reduce the impact of manufactured goods on the environment and society. In this paper, we propose a way to assess the impact on product design that ultimately helps on deciding the product characteristics required for a desired End-of-life (EOL) practice (i.e. reuse, recycle, remanufacture, etc). Categories and criticality scales of impacts of these practices on the product design stages are proposed. Then, a framework is proposed to provide designers with guidance on how to proceed towards taking into account the impact of the sustainable requirements.

The concurrent engineering design depends on the efficiency of communication between the actors in the design process, such as how effective communication between engineers and teams will have a direct effect on the design efficiency. Currently, the relationships among different actors in the project are shaped by many new challenges such as multiplication of data and information, mass customization, global collaboration, ageing societies, increasing urbanization, scarcity of resources, dynamic technology and innovation. When managers consider these factors, human resource evaluation becomes much more complex to grasp. In order to cope with adaption of product-process-organization model for industry of the future, it is necessary to have a methodology to approach the problem of human resource evaluation in the future organization structure.

Part 1: Knowledge-Based SustainabilityInternational audienceSustainable development is an approach to development which consists in balancing the different environmental, social and economic needs, where many stakeholders are involved. The collaboration about the objectives set by the business members of the project-leading is decisive, but it can prove to be complicated, since each of the stakeholders can adopt various sustainability strategies and practices. This paper proposes an approach for applying stakeholder map for collaborative strategies in order to support the identification of significant partners and thus their involvement within the projects. A certain focus is provided on sustainability issues. The approach is based upon the audit of the different partners of a network in order to know their sustainable expectations and priorities, and their degrees of influence and dependency. It leads to the identification of eight stakeholders families or types, following their involvement, voluntary or not, faced with sustainable development