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The Electric Vehicle
Transition: Assessing its
Impact on Thai
Automotive Parts SMEs
Dr. Ananya Chokkanapitak
Lecturer, Faculty of Business Administration, Chulalongkorn University,
Thailand
Dr. Waraporn Wonglimpiyarat
Researcher, National Innovation Agency (NIA), Thailand
Abstract:
This study investigates the multifaceted
impacts of the global transition towards electric vehicles
(EVs) on Small and Medium-sized Enterprises (SMEs)
operating within Thailand's automotive parts industry.
As a significant automotive manufacturing hub,
Thailand faces both opportunities and challenges in
adapting to this paradigm shift from traditional internal
combustion engine (ICE) vehicles. This research employs
a qualitative approach, utilizing in-depth interviews with
key stakeholders from automotive parts SMEs, industry
associations, and government bodies to explore their
awareness, perceived challenges, adaptation strategies,
and opportunities arising from the EV transition. The
findings reveal that while many SMEs recognize the
inevitability of the shift, they face significant hurdles
related to technological obsolescence, the need for
substantial investment in new production capabilities,
skill gaps in their workforce, and intense competition.
Conversely, opportunities exist in developing new EV-
specific components, leveraging government incentives,
and forming strategic partnerships. This study
underscores the critical need for targeted policy
support, capacity building, and collaborative initiatives
to enable Thai automotive parts SMEs to successfully
navigate the EV transition, ensuring their sustained
competitiveness and contribution to the national
economy.
Keywords:
Electric Vehicles (EVs), Automotive Parts
Industry, Small and Medium-sized Enterprises (SMEs),
Thailand, Industry Transition, Impact Assessment,
Supply Chain, Adaptation Strategies.
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Introduction:
The global automotive industry is
undergoing an unprecedented transformation driven
by
environmental
concerns,
technological
advancements, and evolving consumer preferences,
with the transition towards electric vehicles (EVs) at its
forefront [1]. This shift is primarily fueled by the urgent
need to mitigate climate change, reduce greenhouse
gas emissions, and improve urban air quality [2, 3].
International agreements, such as the Paris Agreement
(COP21),
have
set
ambitious
targets
for
decarbonization, compelling nations worldwide to
accelerate the adoption of zero-emission vehicles [4].
Consequently, governments are implementing various
policies and incentives to promote EV deployment and
infrastructure development [5, 6].
Thailand has long established itself as a prominent
automotive manufacturing base in Southeast Asia,
often referred to as the "Detroit of Asia" [7]. Its
automotive industry is a significant contributor to the
national economy, characterized by a robust supply
chain comprising numerous small and medium-sized
enterprises (SMEs) that specialize in manufacturing a
wide array of automotive parts for both domestic and
international markets [8, 9]. These SMEs form the
backbone of the industry, providing employment and
fostering innovation within the sector [10].
However, the transition from conventional internal
combustion engine (ICE) vehicles to EVs presents a
complex set of challenges and opportunities for this
established automotive ecosystem. EVs fundamentally
differ from ICE vehicles in their architecture, requiring
fewer moving parts and different types of components,
particularly in the powertrain, battery systems, and
electronics [11, 12]. This technological divergence
poses a substantial threat of obsolescence for SMEs
heavily invested in ICE-specific parts manufacturing,
while simultaneously opening doors for new product
lines and specialized components for the EV supply
chain [13, 14]. Despite Thailand's proactive
government policies aimed at promoting EV
production and adoption [15, 16], the specific impacts
on its vast network of automotive parts SMEs remain
underexplored. Understanding these impacts is crucial
for developing targeted strategies to ensure the
resilience and continued competitiveness of these vital
economic actors.
This study aims to critically assess the impacts of the
transition to electric vehicles on Small and Medium-
sized Enterprises (SMEs) in Thailand’s automotive
parts industry. It seeks to identify the key challenges
and opportunities faced by these enterprises and
explore their current adaptation strategies, thereby
providing valuable insights for policymakers, industry
associations, and the SMEs themselves to navigate this
transformative period successfully.
Literature Review
The global push for electric vehicles is a direct response
to pressing environmental concerns, including climate
change and air pollution. The Paris Agreement (COP21)
outlines global commitments to reduce greenhouse gas
emissions, with a strong emphasis on decarbonizing the
transport sector [4]. The burning of fossil fuels in ICE
vehicles is a major contributor to CO2 and methane
emissions, both potent greenhouse gases [2, 17].
Consequently, countries worldwide are setting
ambitious targets for EV adoption and phasing out ICE
vehicle sales [18, 19]. The International Energy Agency
(IEA) consistently reports on the rapid growth of EV
markets and the policies driving this deployment
globally [5, 20].
Thailand has articulated a clear commitment to this
global transition. Its Mid-century, Long-term Low
Greenhouse Gas Emission Development Strategy (LTS)
submitted under the Paris Agreement, and the
Nationally Determined Contribution (NDC) Roadmap on
Mitigation, explicitly outline targets for reducing
emissions from the transport sector, with EVs playing a
central role [21, 22]. The Thai government, through
agencies like the Board of Investment (BOI) and the
Office of Industrial Economics, has introduced various
incentives and strategies to promote EV manufacturing
and adoption, aiming to position Thailand as a regional
EV production hub [15, 16, 23, 24]. The Electric Vehicle
Association of Thailand (EVAT) actively promotes the
industry through events and initiatives [25].
The
traditional
Thai
automotive
industry
is
characterized by a deep and extensive supply chain,
with SMEs forming a significant component, particularly
in the manufacturing of parts [7, 9]. These SMEs often
specialize in specific components, relying on established
relationships
with
larger
original
equipment
manufacturers (OEMs) [8]. The importance of logistics
and supply chain indicators in the manufacturing
industry, including automotive, has been long
recognized [9].
The transition to EVs, however, introduces fundamental
disruptions to this established supply chain. EVs have
significantly fewer moving parts than ICE vehicles (e.g.,
electric motors replace complex engines and
transmissions), leading to a reduced demand for many
traditional ICE-specific components such as pistons,
crankshafts, spark plugs, and exhaust systems [11, 12,
13]. Studies on the impact of policies like the dual-credit
policy have shown how they influence the production
dynamics of ICE vehicles, indirectly affecting their supply
chains [26]. This poses a direct threat to SMEs whose
core business revolves around these components.
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Panisa (2018) specifically analyzed the impacts of EVs
on the Thai automotive parts industry, highlighting
potential disruptions [13]. Similarly, the GSB Research
Center (2018) has examined the broader impact of
electric cars on the Thai automotive industry [14].
Conversely, the EV transition also creates new
opportunities.
The
demand
for
EV-specific
components, such as battery packs, electric motors,
power electronics, and charging infrastructure, is
rapidly growing [12]. SMEs with the agility and capacity
to retool, reskill their workforce, and diversify their
product lines can capitalize on these emerging markets
[10, 14]. The Office of SMEs Promotion in Thailand has
recognized this and developed strategies and action
plans to promote SMEs in the EV industry, signaling
government support for their adaptation [10].
International examples, such as the Philippines'
emerging EV market [27] and China's growing
influence in the Thai EV market [28], illustrate the
dynamic nature of this transition and the need for local
SMEs to adapt. Krongchan (2020) and Wanna (2020)
have also provided insights into the future directions
of EVs and the broader Thai automobile industry
outlook, emphasizing the need for strategic adaptation
[7, 29]. While the concept of sustainable development
in the EV industry emphasizes stakeholder
engagement [30], the specific challenges and
opportunities for SMEs in a developing automotive hub
like Thailand warrant detailed empirical investigation.
METHODOLOGY
This study adopted a qualitative research approach to
gain an in-depth understanding of the complex impacts
of the EV transition on Small and Medium-sized
Enterprises (SMEs) in Thailand's automotive parts
industry. This approach was chosen to explore the
nuanced perceptions, experiences, challenges, and
adaptation strategies of SME owners and managers,
which quantitative methods might not fully capture.
Research Design An exploratory case study design was
employed. This design allowed for an intensive
investigation of the phenomenon within a specific
context (Thai automotive parts SMEs), providing rich,
detailed
insights
that
can
inform
broader
understanding and future research. The exploratory
nature was suitable given the evolving and relatively
new phenomenon of EV transition impacts on this
specific sector.
Study Population and Sampling The target population
for this study comprised owners, top-level managers,
and key decision-makers of SMEs operating in the
automotive parts manufacturing sector across
Thailand, particularly those with a significant reliance
on ICE-related component production. Purposive
sampling was utilized to select participants who
possessed relevant knowledge and experience
regarding the automotive industry, EV trends, and the
specific challenges faced by SMEs. The sample included:
•
Owners/Managers of automotive parts SMEs
(e.g., those producing engine parts, transmission
components, exhaust systems, as well as those
venturing into EV parts).
•
Representatives
from
relevant
industry
associations (e.g., Thai Auto-Parts Manufacturers
Association).
•
Experts from government agencies involved in
automotive industry promotion or SME development
(e.g., BOI, Office of SMEs Promotion, Ministry of
Industry). The aim was to achieve a diverse
representation of perspectives from various sizes of
SMEs and different positions within the industry
ecosystem. The sample size was determined by
theoretical saturation, meaning data collection
continued until no new significant themes emerged
from the interviews.
Instrumentation The primary data collection instrument
was a semi-structured interview guide. This guide
allowed for flexibility in questioning while ensuring that
key themes related to the EV transition's impacts were
consistently explored. The interview guide covered
areas such as:
•
Awareness and understanding of the global and
national EV transition trends.
•
Perceived challenges for their specific SME (e.g.,
technological
obsolescence,
investment
needs,
workforce skills, competition).
•
Identified opportunities for their SME (e.g., new
product development, market diversification).
•
Current and planned adaptation strategies (e.g.,
R&D, diversification, training, partnerships).
•
Perceptions of government policies and support
for SMEs in the EV transition.
•
Suggestions for industry and government
support. The interview guide was developed based on
the literature review and refined through discussions
with industry experts to ensure its relevance and
comprehensiveness.
Data Collection Procedure Ethical considerations were
paramount throughout the data collection process.
Formal permission was obtained from all participating
organizations and individuals. Participants were
informed about the purpose of the study, the voluntary
nature of their participation, and assured of anonymity
and confidentiality of their responses. Informed consent
was obtained prior to each interview. Interviews were
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conducted in person or via secure online platforms,
depending on the participant's preference and
accessibility. Each interview lasted approximately [e.g.,
60-90 minutes] and was audio-recorded with the
explicit permission of the participant. Detailed field
notes were also taken during the interviews. The
principles for conducting in-depth interviews as
outlined by Carolyn and Palena (2006) were followed
to ensure quality and depth of data [31]. Data
collection continued until theoretical saturation was
reached, ensuring a rich and comprehensive dataset.
Data Analysis The audio-recorded interviews were
transcribed verbatim. The transcribed data were then
subjected to thematic analysis, following the
guidelines for qualitative research as described by
Cohen and Crabtree (2006) [32]. The data analysis
process involved several stages:
1.
Familiarization with Data: Repeated reading of
the transcripts to gain a holistic understanding of the
content and identify initial patterns.
2.
Initial Coding: Generating initial codes from
the data, identifying interesting features and relevant
segments related to the research questions.
3.
Searching for Themes: Grouping related codes
into broader, overarching themes and sub-themes that
captured significant patterns and meanings across the
dataset.
4.
Reviewing Themes: Refining the themes by
checking their coherence, distinctiveness, and
representativeness of the data. This involved ensuring
that themes accurately reflected the participants'
perspectives and that no significant data were
overlooked.
5.
Defining and Naming Themes: Developing
clear definitions and names for each theme,
articulating what each theme represented and its
significance to the research questions.
6.
Producing the Report: Constructing a narrative
that presented the identified themes, supported by
illustrative quotes from the interview transcripts, to
provide a rich and detailed account of the findings.
The analysis aimed to identify common challenges,
opportunities, and adaptation strategies, as well as
variations in experiences across different types of
SMEs.
RESULTS
The qualitative data analysis revealed several key
themes pertaining to the impacts of the EV transition
on SMEs in Thailand's automotive parts industry. The
findings are presented below, categorized by the main
challenges, opportunities, and adaptation strategies
identified by the participants.
Awareness and Understanding of the EV Transition
Most participants, particularly owners and managers,
demonstrated a high level of awareness regarding the
global and national EV transition. They acknowledged
the inevitability of the shift and its potential to
fundamentally alter the automotive landscape. "We
know EVs are the future; it's not a question of if, but
when and how fast," stated an owner of a medium-sized
engine parts manufacturer. They were generally aware
of government policies and incentives aimed at
promoting EVs in Thailand [15, 16, 21]. However, the
depth of understanding regarding the specific
technological implications for their particular product
lines varied.
Perceived Challenges for SMEs The transition presents
significant challenges for SMEs, primarily categorized as
follows:
•
Technological Obsolescence and Product
Diversification: A dominant concern was the potential
obsolescence of ICE-specific components. Many SMEs
specialize in parts (e.g., pistons, exhaust systems, fuel
injection components) that are not required in EVs. "Our
entire business is built around ICE parts. What happens
to us when demand drops?" voiced a manager. The
need to diversify into EV-specific components requires
significant R&D and technological know-how that many
SMEs currently lack.
•
High Investment Costs: Adapting to EV
component manufacturing necessitates substantial
investment in new machinery, production lines, and
testing equipment. Participants highlighted that these
costs are often prohibitive for smaller enterprises.
"Retooling for EV parts is very expensive. We are an
SME; we don't have that kind of capital readily
available," explained a CEO.
•
Skill Gaps in Workforce: The existing workforce,
trained for ICE manufacturing, lacks the specialized skills
required for EV components (e.g., battery technology,
power electronics, software integration). Reskilling and
upskilling the workforce were identified as major
challenges. "Our engineers know engines, not batteries
or electric motors. We need new skills, and training is
costly and time-consuming," noted an HR manager.
•
Increased Competition: Participants anticipated
heightened competition, not only from larger domestic
and international players but also from new entrants
specializing in EV components, including Chinese EV
manufacturers entering the Thai market [28].
•
Supply Chain Disruption: The shift will inevitably
disrupt existing supply chain relationships, requiring
SMEs to forge new partnerships and integrate into
different value chains.
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Identified Opportunities for SMEs Despite the
challenges, participants also recognized several
opportunities:
•
New Product Development: The EV transition
creates demand for new components such as battery
casings, charging station parts, thermal management
systems, lightweight materials, and various electronic
components. Some SMEs expressed interest in
exploring these new product lines.
•
Niche Market Specialization: Opportunities
exist for SMEs to specialize in niche EV components or
services, leveraging their agility and specific expertise.
•
Government
Incentives
and
Support:
Participants acknowledged government incentives
(e.g., BOI promotions, SME promotion strategies) as
crucial for supporting their transition [10, 15, 16, 24].
"The government's push for EVs is a clear signal, and
their incentives can help us invest," said an industry
association representative.
•
Strategic Partnerships: Forming collaborations
with larger OEMs, EV manufacturers, or technology
providers was seen as a way to access new
technologies and markets.
Current Adaptation Strategies SMEs reported varying
levels of engagement in adaptation strategies:
•
Information Gathering and Research: Many
SMEs are actively gathering information on EV
technologies and market trends. Some are conducting
preliminary internal research and development (R&D)
to understand potential new product areas.
•
Workforce Training (Limited Scale): A few
larger SMEs have initiated small-scale training
programs for their engineers and technicians in EV-
related technologies.
•
Diversification (Early Stages): Some are
exploring diversification, either by developing
prototypes for EV components or by looking into non-
automotive sectors to reduce reliance on ICE parts.
•
Advocacy through Associations: Industry
associations are actively engaging with the
government to voice SME concerns and advocate for
more tailored support programs.
Role of Government and Industry Associations
Participants consistently emphasized the critical role of
government policies and support in facilitating the
transition. They called for:
•
Financial Assistance: Accessible loans, grants,
and subsidies for R&D, retooling, and workforce
training.
•
Technology Transfer and Knowledge Sharing:
Programs that facilitate the transfer of EV technology
and expertise to SMEs.
•
Clear Roadmap and Long-Term Policy: A stable
and predictable long-term EV policy roadmap to enable
SMEs to plan their investments with confidence.
•
Skill Development Programs: Government-led
initiatives for large-scale reskilling and upskilling of the
automotive workforce. Industry associations were seen
as vital intermediaries for communication, advocacy,
and facilitating collaboration among SMEs.
DISCUSSION
The findings of this study underscore that the transition
to electric vehicles presents a profound and
unavoidable challenge for Small and Medium-sized
Enterprises in Thailand's automotive parts industry,
while simultaneously opening new avenues for growth.
The high level of awareness among SME stakeholders
about the EV shift, coupled with their articulation of
significant challenges, reflects a sector grappling with an
existential transformation.
The primary concern, technological obsolescence of ICE-
specific components, is a direct consequence of the
fundamental architectural differences between ICE and
EV powertrains [11, 12]. This necessitates a radical shift
in production capabilities and product portfolios for
many SMEs, a process hindered by prohibitive
investment costs and significant skill gaps in the existing
workforce. These challenges are particularly acute for
SMEs, which typically have limited capital, less access to
advanced R&D facilities, and fewer resources for large-
scale workforce training compared to larger
corporations [10]. The anticipated increase in
competition, including from agile new entrants and
established foreign players, further exacerbates the
pressure on these enterprises [28].
Despite these formidable hurdles, the study also
highlights the proactive stance of many SMEs in
identifying and pursuing new opportunities. The
demand for EV-specific components, particularly in
areas like battery systems, power electronics, and
lightweight materials, presents a significant potential
growth area [12]. The recognition of government
incentives and the potential for strategic partnerships
indicates a willingness among SMEs to adapt, provided
adequate support structures are in place [10, 15, 16,
24]. This aligns with the broader understanding that
government policies are crucial in promoting the
sustainable development of the EV industry [5, 23, 30].
The current adaptation strategies, largely focused on
information gathering and limited training, suggest that
many SMEs are still in the early stages of their transition
journey. This underscores the urgency for more
comprehensive and coordinated support. The strong
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call from participants for financial assistance,
technology transfer, and clear policy roadmaps
indicates that SMEs cannot navigate this transition
alone. Their survival and ability to contribute to
Thailand's ambition of becoming an EV production hub
depend heavily on targeted interventions from
government and collaborative efforts within the
industry. The insights from this study resonate with the
broader challenges faced by automotive supply chains
globally as they respond to the EV revolution [13, 14].
The findings also implicitly suggest that the success of
Thailand's overall EV strategy hinges on the successful
transition of its SME base. Without robust support for
these enterprises, the country risks losing a significant
portion of its automotive manufacturing capacity and
employment, potentially impacting the national
economy. Therefore, the strategic importance of
understanding and addressing the specific needs of
these SMEs cannot be overstated.
CONCLUSION
This study has critically assessed the impacts of the
transition to electric vehicles on Small and Medium-
sized Enterprises (SMEs) in Thailand’s automot
ive
parts industry. The findings reveal that while SMEs are
largely aware of the impending shift, they face
substantial challenges related to technological
obsolescence, high investment costs for retooling,
significant skill gaps in their workforce, and intense
competition. Nevertheless, opportunities exist in new
product development, niche market specialization,
and leveraging government incentives. The current
adaptation strategies are primarily in early stages,
highlighting a critical need for external support.
The study concludes that the successful navigation of
the EV transition by Thai automotive parts SMEs is
crucial for the sustained competitiveness of Thailand's
automotive sector and its broader economic stability.
Without targeted and comprehensive interventions, a
significant portion of these enterprises faces the risk of
disruption and decline.
Based on the findings, the following recommendations
are put forth:
For the Thai Government and Policy Makers (e.g., BOI,
Office of SMEs Promotion, Ministry of Industry):
1.
Tailored Financial Support: Implement and
expand accessible financial assistance programs (e.g.,
low-interest loans, grants, subsidies) specifically
designed to support SMEs in their R&D, retooling, and
investment in EV-specific production capabilities.
2.
Technology Transfer and R&D Facilitation:
Establish dedicated programs for technology transfer
and knowledge sharing from larger OEMs, research
institutions, and international partners to SMEs. This
could include shared R&D facilities or mentorship
programs.
3.
Comprehensive
Workforce
Development:
Launch large-scale, subsidized reskilling and upskilling
programs for the automotive workforce, focusing on EV-
related
technologies,
battery
systems,
power
electronics, and software integration. Collaborate with
vocational schools and universities to develop relevant
curricula.
4.
Clear and Stable Policy Roadmap: Ensure the
long-term stability and clarity of Thailand's EV policy
roadmap, providing SMEs with the predictability needed
to make strategic investment decisions.
5.
Promote Strategic Partnerships: Actively
facilitate and incentivize partnerships between large EV
manufacturers (domestic and foreign) and local SMEs to
integrate them into the new EV supply chains.
For Industry Associations (e.g., Thai Auto-Parts
Manufacturers Association):
1.
Information Hub and Networking: Serve as a
central information hub for SMEs on EV market trends,
technological requirements, and available government
support. Organize regular workshops, seminars, and
networking events to foster collaboration and
knowledge exchange.
2.
Advocacy and Representation: Continue to
advocate strongly for the specific needs of SMEs to the
government, ensuring that their concerns are addressed
in policy formulation.
3.
Capacity Building Initiatives: Develop and offer
practical capacity-building programs for SMEs, focusing
on business model innovation, market diversification,
and technology adoption strategies.
For Automotive Parts SMEs:
1.
Proactive Adaptation Planning: Develop clear
and proactive adaptation plans, including assessing
current product portfolios for obsolescence risk and
identifying potential new EV components.
2.
Invest in R&D and Skills: Prioritize investment in
internal R&D capabilities, even on a small scale, and
commit to continuous training and upskilling of their
workforce in EV-related technologies.
3.
Explore Diversification and Niche Markets:
Actively seek opportunities to diversify product lines
into EV-specific components or to specialize in niche
markets where their existing expertise can be leveraged.
4.
Seek Partnerships: Explore collaborations with
larger companies, technology providers, and other
SMEs to share risks, access new technologies, and
expand market reach.
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By implementing these recommendations, Thailand
can ensure that its automotive parts SMEs are not
merely bystanders but active participants and
beneficiaries of the global electric vehicle revolution,
thereby sustaining the industry's vital contribution to
the national economy.
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