Operations Management (OM) focuses on designing, managing, and optimizing activities, resources, and personnel to efficiently transform inputs into valuable goods and services. Over time, OM has evolved, recognizing that operations are embedded within complex supply networks where competition extends beyond individual firms. This shift led to the emergence of Supply Chain Management (SCM), which emphasizes a holistic approach by integrating all stages of production and distribution to enhance efficiency and competitiveness.
Despite the critical role of OM and SCM in modern business management, their application in the wine industry remains limited due to the sector's unique characteristics and the absence of an integrated approach. Existing studies often examine isolated management practices, such as Lean Management, energy efficiency, quality management, digitalization, and sustainability, without considering a systemic perspective that fosters supply chain integration. This fragmented approach reduces the effectiveness of implemented methodologies and complicates their adaptation to the industry's specific needs. While some studies highlight successful implementations, significant challenges persist, particularly in achieving methodological coherence and refining management practices.
This study seeks to identify the most relevant OM and SCM practices for the wine sector, differentiating those that are essential from those requiring adaptations for medium-term implementation. Using the Delphi methodology, a panel of experts analyzed 11 strategic areas, including Lean Management, Production Planning, Process Mapping, Performance Measurement, and Sustainable Practices. Results indicate that four of these practices are crucial for enhancing winery competitiveness. However, challenges remain, particularly in value stream and energy/water process mapping, due to the lack of specialized tools and expertise.
