The Research Of Xinjiang Wine Enterprise Operation Model Based On Supply Chain Management

Known as “the hometown of grapes”, Xinjiang is Golden Mile of the cultivationof wine grapes. As the wine grape acreage increased year by year, Xinjiang hasgradually developed into the country’s largest wine grape planting base. Comparedwith the rapid development of the wine grape growing industry, the situation of thewine industry is not very well. By the analysis of the current situation of the wineindustry in Xinjiang, Vertical integration and the winery are the preferred operationmode of the domestic well-known enterprises. However, many of the problems of thewine industry in Xinjiang like small-scale, less capital and low management level,makes it not suitable for this mode of operation. Xinjiang wine enterprises mustestablish the new production mode of operation: supply chain management model.By analyzing the operating mechanism of the wine industry and the winemakingprocess, we can determine the wine supply chain node enterprises, the structure of thewine supply chain and management information systems. The other members of thesupply chain are farmers, industrial material suppliers, logistics providers, salesenterprises and consumers. Due to the reason of the products and the status ofenterprises, Xinjiang wine supply chain also has its own characteristics, whichrequires us to attach importance during the detailed design of the supply chain. Thegrape planting farmers are the raw material suppliers. So the upstream areas of winesupply chain belonging to the agricultural supply chain. Establishing a joint-stock“company+farmer” mode is a good solution. Vendor of this supply chain constitutemore complex, which increases the difficulty of coordination management. The resultis downstream structure of the supply chain is relatively loose. To solve this problemand increase the competitiveness of the supply chain of the Xinjiang wine, we mustcreate an enterprise alliance which is complementary in core competencies. For thelarge and complex sales network, we can create a parallel business alliance.Relationship of trust, reputation, long-term goals, supply chain culture, organizational structure and cost of fraud are the most important factorsof long-term sustainable supply chain partnerships. Finally, the paper put forwardcountermeasures and suggestions for the implementation of supply chain managementof the wine industry in Xinjiang.