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Beginning with a historical outline and the definition of tourism as a privileged opportunity for physical and spiritual renewal, the author deals with the question of how young people put themselves in touch with religion and spirituality. After 2012, Catholic pastoral has changed: not only devotional attention to the pilgrimages but also an overview of the resources constituted by sacred places as a tool for socioeconomic and cultural development of destinations. Religious tourism means an appropriate moment to let the body relax and to nourish the spirit: from this approach, the author shows examples of ‘religious light tourism’ in Europe founded on an ecumenical approach and on sustainability. The effects are positive: for the offer, new jobs (guides, resorts, enogastronomic and folkloristic services); for the demand, a new way to preserve the beauty of creation for future generations, by offering emotional and not massive travels: Caminos, trekking and slow paths, in order to know local traditions and nature. Therefore, ‘religious light tourism’ is a champion of sustainability and responsible tourism because religious tourism is, usually, less affected by season's trends, social and economic crisis (but not in the present COVID-19!).

Nowadays, especially after the recent financial downturn, companies are looking for much more efficient and creative business processes management. They need to place better solutions on the market in less time and with lower costs. Companies are achieving these goals of efficiency always more by using the offshoring strategy. It commonly describes a company’s relocation of a business process from one country to another, typically manufacturing processes towards low-cost countries (Brazil, Russia, India, China and South Africa – BRICS area). The purpose of this paper is to propose a methodological approach based on project management tools that supports the decision-making process in order to help companies in optimizing the re-engineering production processes and improve management costs. The framework provided in this paper is grounded on available literature and from the authors’ personal experiences in managing several projects.

This paper seeks to propose a Project Management Process Reengineering performance model (PMPR) for managing projects of reengineering of processes and applies it in a real case study concerning the relocation of an automotive glass production line.

The model proposed in this paper should serve as a valuable tool to facilitate a successful BPR design in the project management and intends to assist companies as they operate projects of transferring and optimizing production lines.

This paper proposes a PMPR model with a methodological approach which integrates efficiency and effectiveness estimators applicable to company needs. Thus, the aim of the paper is to develop a methodology and technical approach for the redesign and realization of a production line in consequence of its relocation.