ADOPTING OM&SCM IN THE WINE SECTOR: INSIGHTS, CHALLENGES, AND PATHWAYS FOR COMPETITIVENESS AND SUSTAINABILITY

While widely applied across various manufacturing and service sectors (Giunipero et al., 2008; Thakur & Anbanandam, 2016), Operations Management and Supply Chain Management (OM&SCM) remain relatively underexplored and infrequently implemented within the wine industry.The few existing studies predominantly focus on quality management (Zorpas et al., 2010), lean management (Jiménez et al., 2012; Zironi et al., 2024), and, more recently, energy efficiency (Ciotti et al., 2024), digitalization (Bastard & Chaillet, 2023) and sustainability (Alessandri et al., 2024). While certain findings have highlighted significant successes, others underscore the need for further refinement and contextual adaptation of these methodologies to suit the unique characteristics of the wine supply chain. This limited focus indicates a need for a more holistic approach to the application of OM&SCM within the industry. In this context, OM encompasses the strategic planning, organization, and oversight of processes that transform inputs—such as grapes, labor, energy, and technology—into high-quality wine products, while SCM involves the coordination and management of operations spanning from grape cultivation and winemaking, to bottling, distribution and retail. From material procurement to the delivery of finished products, OM&SCM practices within the wine sector must ensure efficient resource utilization, adherence to quality standards, and effective cost management, all while maintaining the flexibility necessary to respond to dynamic market conditions. The objective of this study is to assess the applicability of OM&SCM principles, models, and techniques—originally developed in other contexts—throughout the wine supply chain. In doing so, this research aims to support scholars in advancing theoretical inquiry and, simultaneously, provide strategic guidance to practitioners seeking to enhance the competitiveness of the wine supply chain and effectively address the challenges posed by a rapidly evolving, sustainability-driven market. This study employs the Delphi Method (Von Der Gracht & Darkow, 2010) to collect and iteratively assess consensus within a panel of 27 experts, evaluate diverse perspectives, and reach a final agreement on the applicability of OM&SCM in the wine sector. The research focused on 11 OM&SCM-topics pertinent to wine supply chains: Lean Management, Production Planning and Materials Management, Supplier Management, Distribution Network Configuration and Management, Quality Management, Improvement Management, Process Mapping, Performance Measurement, OM&SCM-Strategy-Marketing Linkages, Sustainable OM&SCM and Circular Economy, and Digital OM&SCM. Each topic was evaluated in terms of its likelihood of application, potential impact on competitiveness, and implementation complexity. Participants initially completed questionnaires containing both closed- and open-ended questions, the responses to which were analyzed and summarized into a report. A second round focused exclusively on closed-ended questions to refine consensus and assess the convergence of opinions. The findings reveal a consensus on 4 out of 11 areas (Quality Management, Improvement Management, Performance Measurement, and OM&SCM-Strategy-Marketing Linkages), which are viewed as critical for achieving high levels of competitiveness within the industry. Additionally, 6 out of 11 areas are considered capable of providing a medium-high level of competitiveness. Despite this, there is agreement that most areas involve a medium level of complexity when applied to the sector. However, with regard to the likelihood of implementation, no consensus was reached in 5 out of 11 areas, highlighting significant divergences in management perspectives within the wine supply chain and a critical shortage of capabilities, such as data analysis and team leadership, which are essential for the successful implementation of OM&SCM practices. While tools such as 5S, Vendor Rating, and OEE are regarded as applicable without significant modification—although their adoption remains challenging—other tools, like Value Stream Mapping, require adaptation to meet the unique needs of the sector. In conclusion, this research emphasizes the urgent need to address these gaps through the development of sector-specific models and tools, as well as targeted training and education initiatives, ensuring that industry professionals are adequately equipped to effectively apply these methodologies and drive sustainable improvements. This study underscores the increasing interest among wine industry managers in adopting OM&SCM to address operational challenges and enhance competitiveness. It highlights the need for further research to refine existing models/methods/tools and develop tailored solutions specific to the wine sector. Academically, the study contributes to the relatively underexplored area of OM&SCM in wine supply chains, offering insights into applicable practices, those requiring adaptation, and areas that warrant further investigation. Practically, it provides decision-makers with actionable models/methods/tools to improve efficiency and sustainability, ultimately fostering a more competitive and environmentally responsible wine industry.