The operations & supply chain management discipline as a driver for competitiveness in wine supply chains

Every organization has an operations function that transforms inputs into goods and services that add value for the customer. To fulfill this function, it is necessary to design, manage, and optimize processes, resources, and people to deliver goods and services efficiently. This complex task falls under the discipline of Operations Management (OM). Over time, the field of operations management has evolved, and during the 1980s it became increasingly clear that “operations do not exist in isolation” but are embedded within complex supply networks. This shift in perspective acknowledged that competition extends beyond individual operational functions to encompass entire supply networks. As a result, management strategies confined solely to the corporate perimeter were recognized as insufficient for securing a competitive edge, emphasizing the importance of a holistic view that transcends corporate boundaries and involves the entire supply chain. This approach, known as Supply Chain Management (SCM), highlights how value is generated through the effective and efficient integration of all stages, from production to distribution. The discipline of OM & SCM has been widely researched in numerous domains during the last decades. Initially applied in the manufacturing sector, where it has achieved great successes over time, it has been then extended to the service sector, despite fundamental differences compared to the manufacturing sector connected with intangibility of products and the simultaneity of production and consumption that have required adaptations. Regarding the wine supply chains context, however, the applications are very limited and research is still in its preliminary stages. Initial studies that explored the implementation of methodologies, such as Value Stream Mapping (VSM), Single-Minute Exchange of Dies (SMED) and Kanban produced variable outcomes, alternating successes with less convincing results. In this scenario, the scope of this study is to analyze the applicability of the principles, models, and techniques of OM & SCM, originally developed for the manufacturing industry, along the wine supply chain. The academic objective is to evaluate which methodologies can be directly adopted or require further specific adaptations for the reference context, identifying potential areas that require further research. Instead, the practical objective is to provide decision-makers with appropriate OM & SCM ready-to-use tools to enhance the competitiveness of their companies. The research was based on interviews and expert analyzes involving 20 participants from an Executive Master's program in Wine SCM. The program, totaling 380 hours, included a 64-hour module specifically on OM&SCM, which covered fundamental principles, models, and techniques, along with their application in the viticultural sector. The cohort consisted of winemakers, oenologists, managers, and entrepreneurs who were enrolled in the 2023/24 academic year. Preliminary findings indicate that participants acknowledged the relevance of OM&SCM principles for managing wine supply chains and identified a gap in necessary skills, such as process data collection and analysis, as well as team management. While certain OM&SCM techniques like 5S and Overall Equipment Effectiveness (OEE) were seen as directly applicable to wine production, others such as VSM and Kanban were suggested to require further adaptation to better fit the winemaking industry. This study highlights a strong interest in these techniques among wine industry managers, but also points to the need for additional research. Such research would help refine these methodologies to develop a structured approach that could effectively aid in strategic decision-making within the wine sector.