Abstract
More and more organizations are seeking to adopt organization and management models oriented to their key processes rather than the traditional functional orientation. However, as organizations are seeking to become more process-oriented, numerous gaps and difficulties are recognized at the level of analysis, modelling, management and improvement of processes. The issues surrounding processes are not properly understood and internalised, leading to increased difficulties in implementation and management by processes. There is thus a clear need for expertise in this area of knowledge. In response to this growing demand, in last year's we identify several universities and engineering schools incorporating specific curricular units in their teaching offer. This paper presents some education courses and specialized programs of the Faculty of Engineering of the University of Porto, specifically oriented to analysis, modelling, management and improvement of processes (engineering and business processes). Firstly, the concept of process and process thinking is presented. It will then present the approach followed in some curricular units incorporated in three Master of Science programs and also provides the design of a specialized program oriented to more experienced participants.

Abstract
Small and medium-sized enterprises (SMEs) in Europe are conscious that their competitive position depends on their success to embrace digitalisation challenges. However, some decision-makers in companies discard digital transformation because they do not understand how it can be incorporated into their businesses. Therefore, academia, research centres, and technological clusters are responsible for building the infrastructures and providing the support and the training that will progressively change this mindset. This paper aims to report an experience on designing a training program to train the trainers under the digital transformation topic. To define strategies to understand better the companies (and professionals) needs and motivations and the requisites to deliver the training course, the focus group methodology was applied. In this paper, we present a training program methodology and structure that intend to respond to industrial requests and, in this way to accelerate the digital transformation of companies, especially SMEs.

Abstract
We live in a world where companies are shifting to the industry 4.0 paradigm. One of the pillars of Industry 4.0 is the digitalization of physical assets and manufacturing processes, moving toward the Cyber-Physical Production Systems concept (CPPS). In these systems, every component of the production process - machines, tools, workstations, etc. - is equipped with sensors, possesses information about itself, and can interact with each other, allowing the production of smaller batches at lower prices and increase product customization through adaptative processes. Consequently, companies are evolving their information systems to have more visibility and control over their production systems. This change increases both the production system's agility and its vulnerability to communication and information related disruptions. Hence, companies that adhere to Industry 4.0 enabling technologies must adopt new methodologies and tools to become aware of the new risks that arise by the introduction of new digital platforms, their impacts in the production systems, and how they may react to remain resilient. In this paper, disruption events and adequate mitigation strategies are analysed, modelled, and simulated as part of a methodology designed to measure the impacts of disruptive events on the production system.

Abstract
This paper presents the approach and results of an improvement project carried on by a company that provides business process outsourcing services based on customised software solutions. The critical objectives considered were to increase the efficiency and effectiveness of the processes involved in developing customised solutions. Thus, the focus of this research was to identify problems in current processes and practices and develop possible solutions to improve. The processes were mapped, the inefficiencies were identified, and suggestions for improvements were presented and analysed. It was concluded that the main problems with the project management and software development processes are related to the lack of visibility of the team load, lack of standardisation and inefficient management processes. These causes result in problems such as IT being unable to plan work and problems associated with quality that negatively influence the lead time of projects. Therefore, suggestions for improvement were formulated and prioritised to address each of these aspects. A more agile approach to software development and redesigning the processes for creating customised solutions were the solutions developed. There was also a need to develop the existing project management software changes to adapt it to these changes. © IEOM Society International.

Abstract
This paper discusses the improvement of product management activities in a fast-growing marketing automation software company. Recently, the company experienced an expansion of its international activities, a fast-growing turnover, and a significant enlargement of the software team. The new needs coming from this situation led the company to move the product development team from a traditional functional organization to a holocratic organization, where self-organized teams are entirely responsible for their product development activities. To design effective management practices and tools for this new organizational model, the company decided to analyze its business processes in-depth. At the first stage, high-level process mapping techniques were employed to comprehensively view the product management activities, their embedding organizational structure, and context. Then, detailed process mapping techniques were employed to build up a detailed visualization of the process workflows. Then, it was possible to conduct a root-cause analysis aiming at identifying the opportunities for improvement. These opportunities were then assessed and prioritized based on their expected impact upon business performance, namely productivity and time-to-market. The actions selected for implementation addressed three main issues: standardization of the planning and monitoring procedures; teams misalignments. Through a systematic process analysis and redesign, it was possible to set up a new set of management tools that cope with these issues, reinforce the workforce commitment and involvement, and ultimately improve business performance. © IEOM Society International.

Abstract
Make-to-order (MTO) supply chains (SC), common in aerospace industries, are very complex compared to mass production chains. Moreover, one of the significant long-term challenges is sustainability performance across its entire supply chain. However, this is not an easy task given the complexity involved, so decision support tools are fundamental instruments in understanding the entire supply chain from a sustainability performance perspective. Using simulation as a research method, this article proposes a hybrid and hierarchical performance assessment model, considering key sustainability indicators. The model is hybrid due to the use of different simulation methods- System Dynamics (SD), Discrete Event Simulation (DES), and Agent-based simulation (ABS). The model is applied to an aerospace manufacturer's real case to assess the sustainability performance of alternative SC. Unlike existing contributions, this work addresses the make-to-order supply chain from a sustainability performance perspective and does not compromise the representation of the diverse manufacturing functions and resources.