- Strategic Formulation and Performance Indicators for the Thai Original Equipment Manufacturing (OEM) Industry: -

Ntapat Worapongpat

Authors

Ntapat Worapongpat Ntapat Worapongpat 0009-0008-3071-5249

Abstract

Abstract This research article delineates strategic frameworks and establishes pertinent Key Performance Indicators (KPIs) for the Original Equipment Manufacturer (OEM) industry in Thailand, with a particular focus on the dietary supplement, health, and beauty sectors. The methodology incorporates a comprehensive literature review and a synthesis of empirical quantitative and qualitative research concerning marketing management, Buddhist-derived strategic leadership, digital leadership, and Environmental, Social, and Governance (ESG) frameworks among OEM enterprises in Samut Sakhon and Rayong provinces.The findings elucidate that an efficacious strategy for the Thai OEM sector must integrate five foundational pillars: (1) augmenting competitive advantage via Smart Factory technological integration; (2) fostering product innovation through collaborative ecosystem networks; (3) cultivating human capital through ethical and virtue-based leadership; (4) fortifying the industrial infrastructure; and (5) institutionalizing brand equity through ESG sustainability standards. Critical performance metrics identified include the Labor Productivity Index, the ratio of Research and Development (R&D) expenditure to total revenue, and the attainment of international certification benchmarks. Furthermore, the study indicates that corporate credibility and digital communication channels serve as pivotal determinants influencing the procurement decisions of contemporary entrepreneurs. These insights provide a robust conceptual framework for OEM practitioners to optimize operational efficiency and elevate organizational standards. Additionally, this study offers strategic recommendations for policymakers to bolster the global competitiveness of the Thai OEM industry, facilitating a paradigm shift from cost-centric manufacturing toward high-value, innovation-driven production.

Author Biography

Ntapat Worapongpat, Ntapat Worapongpat

Nonthaburi

References

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.