Strategic Formulation and Performance Indicators for the Thai Original Equipment Manufacturing (OEM) Industry Strategic Formulation and Performance Indicators for the Thai Original Equipment Manufacturing (OEM) Industry
-
บทคัดย่อ
This conceptual paper aims to propose strategic frameworks and identify key performance indicators (KPIs) for the Original Equipment Manufacturer (OEM) industry in Thailand, with particular emphasis on the dietary supplement, health, and beauty sectors. The study adopts an integrative approach based on an extensive literature review and synthesis of prior empirical studies in the areas of strategic management, marketing, digital leadership, Buddhist-based leadership, and Environmental, Social, and Governance (ESG) frameworks.
The findings suggest that an effective strategic model for the Thai OEM industry should be structured around five foundational pillars: (1) enhancing competitive advantage through Smart Factory and digital integration, (2) fostering product innovation via collaborative ecosystems, (3) developing human capital through ethical and value-based leadership, (4) strengthening industrial infrastructure and networks, and (5) promoting brand equity through ESG-driven sustainability practices.
Key performance indicators include the Labor Productivity Index, the ratio of research and development (R&D) expenditure to total revenue, and the achievement of international certification standards. In addition, corporate credibility and digital communication channels are identified as critical factors influencing the decision-making of modern entrepreneurs.
This study contributes by offering an integrated conceptual framework that links strategic formulation with measurable performance indicators. The proposed model provides practical implications for OEM practitioners seeking to enhance operational efficiency and long-term competitiveness, as well as policy recommendations to support Thailand’s transition toward a high-value, innovation-driven manufacturing economy.
เอกสารอ้างอิง
Ahmed, S. (2026). Digitalization of integrated management systems for operational efficiency: Insights from industry and sustainability reports: A systematic review. European Journal of Sustainable Development Research, 10(1).
Chen, C., Pong, K. Y., & Chung, W. J. (2025). When lean meets Industry 4.0: A case-based research exploring the effects of Lean 4.0 on ESG and sustainability performance. IEEE Transactions on Engineering Management.
Dindar, E. (2025). Performance evaluation of economic, environmental, and social sustainability and GRI-based SDG disclosures in Turkey’s automotive sector. Sustainability, 17(19), 8905.
Lundgren, L. S. V., & Viganò, V. (2024). Interplay between sustainability and financial performance: A mixed-methods analysis in the automotive industry.
Lexe, J., & Lago, S. (2023). How do corporations develop and implement ESG strategies? An exploratory multiple-case study of the automotive manufacturing industry.
Pekarcikova, M., Sujova, E., Mizerak, M., Trojan, J., & Edl, M. (2025). Key performance indicators as a tool for evaluating efficiency of production processes. Acta Logistica, 12, 223–228.
Pamukçu, N. (2025). Integrating product innovation and marketing for sustainable growth: Evidence from nutraceutical companies (Doctoral dissertation, National College of Ireland).
Park, Y. W., Shin, G. C., & Lee, K. S. (2025). Sustainability in focus: Circular economy approaches for OBM. In Original brand manufacturing business model (pp. 133–152). Springer.
Karintseva, O., Tarasenko, S., Kharchenko, M., & Matsenko, O. (2025). Evaluating and enhancing corporate strategy performance through KPIs and the balanced scorecard. Economics of Development Systems, 7(2), 151–157.
Nielsen, C. (2023). ESG reporting and metrics: From double materiality to key performance indicators. Sustainability, 15(24), 16844.
Nacchiero, R. (2025). The complex and transformative nature of circular supply chains: The role of dynamic capabilities, microfoundations, and digital technologies.
Werner, J. (2023). Assessment of sustainability criteria and their influence on OEM corporate strategy from a stakeholder perspective (Doctoral dissertation, Technische Universität Wien). Worapongpat, N. (2023a). Service marketing mix affecting the utilization of dietary supplement manufacturing business: A case study of SCG Grand Co., Ltd. Journal of Management Science Dhonburi Rajabhat University, 5(1), 1–17. https://so10.tci-thaijo.org/index.php/msdru/article/view/530
Worapongpat, N. (2023b). Factors influencing production order decisions to produce and create health supplement brands through digital media of SCG Grand Co., Ltd. Journal of Social Innovation and Mass Communication Technology, 6(1), 33–43. https://doi.org/10.14456/jsmt.2023.4
Worapongpat, N. (2024a). Strategic leadership based on the four Iddhipāda principles of executives in the comprehensive health and beauty supplement manufacturing business, SCG GRAND Co., Ltd., Samut Sakhon. Buddhism in Mekong Region Journal, 7(2), 142–164. https://so06.tci-thaijo.org/index.php/bmrj/article/view/280480
Worapongpat, N. (2024b). Strategic leadership based on the four Brahma Vihara principles of executives in the comprehensive health and beauty supplement manufacturing business, Mueang District, Samut Sakhon. Journal of Social Studies, Religion and Culture, 5(2), 53–65. https://so12.tci-thaijo.org/index.php/src/article/view/1368
Worapongpat, N. (2025a). Best practices (ESG) for the comprehensive OEM business of dietary supplements, health, and beauty: SCG Grand Co., Ltd. and its affiliates. Chiang Mai University Journal of Economics, 29(1), 1–14. https://so01.tci-thaijo.org/index.php/CMJE/article/view/279192
Worapongpat, N. (2025b). Buddhist entrepreneurial leadership innovation and its impact on employee happiness at work: A case study of the comprehensive health and beauty supplement manufacturing business of SCG GRAND Co., Ltd. and its affiliates. Journal of Liberal Arts Rajamangala University of Technology Phra Nakhon, 5(1), 17–33. https://so07.tci-thaijo.org/index.php/LiberalJ/article/view/8360
Worapongpat, N. (2025c). Digital leadership of entrepreneurs and productivity in the health and beauty supplement manufacturing industry. Journal of Public and Private Issues, 2(3), 116–130. https://so17.tci-thaijo.org/index.php/jppi/article/view/871
Worapongpat, N. (2025d). Guidelines for ESG management in comprehensive health and beauty supplement businesses with best practices for sustainability. Journal of Modern Academic Promotion and Development, 3(2), 47–69. https://so12.tci-thaijo.org/index.php/MADPIADP/article/view/1784
Worapongpat, N. (2025e). Management based on the four Iddhipada principles of executives in comprehensive dietary supplement and cosmetic manufacturing businesses in Samut Sakhon province. Journal of Management Science Sakon Nakhon Rajabhat University, 5(1), 213–226. https://so08.tci-thaijo.org/index.php/JMSSNRU/article/view/3916
Worapongpat, N. (2025f). Personnel management according to the four principles of Iddhipada in the complete health supplement manufacturing industry: A case study of SCG Grand Co., Ltd. Buddhism in Mekong Region Journal, 8(1), 1–22. https://so06.tci-thaijo.org/index.php/bmrj/article/view/280579
Worapongpat, N. (2025g). Innovative leadership and digital transformation in Thai OEM manufacturing. Journal of Public and Private Issues, 2(3), 116–130.
Worapongpat, N. (2025h). Strategic ESG implementation for sustainability in the health and beauty sector. Chiang Mai University Journal of Economics, 29(1), 1–14.
ดาวน์โหลด
เผยแพร่แล้ว
รูปแบบการอ้างอิง
ฉบับ
ประเภทบทความ
สัญญาอนุญาต
ลิขสิทธิ์ (c) 2026 คณะวิทยาการจัดการ มหาวิทยาลัยราชภัฏบ้านสมเด็จเจ้าพระยา

อนุญาตภายใต้เงื่อนไข Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
บทความที่ได้รับการตีพิมพ์เป็นลิขสิทธิ์ของคณะวิทยาการจัดการ มหาวิทยาลัยราชภัฏบ้านสมเด็จเจ้าพระยา
