GUIDELINES FOR DEVELOPING SUSTAINABLE SUCCESS IN STEEL TRADING ENTERPRISES IN THAILAND

Abstract

Steel trading enterprises provide an important link between steel producers and users in the construction and industrial sectors. Their long-term success depends on how effectively they respond to fluctuations in prices and demand while maintaining product quality, reliable delivery, and financial stability. This study aims to propose guidelines for developing sustainable success in steel trading enterprises in Thailand. It adopts a qualitative approach, drawing on in-depth interviews with 15 key informants selected through purposive sampling. The informants comprise five executives of steel trading and importing enterprises, five government or state enterprise officials at the professional level or above with expertise in the steel industry, and five stakeholders involved with steel trading and importing enterprises. Data were collected using a semi-structured interview guide and analyzed through content analysis and inductive interpretation. The findings suggest that sustainable success is closely related to the ability to manage costs, inventory, and working capital alongside product quality, reliable delivery, and stakeholder relationships. Within this context, entrepreneurial capabilities shape strategic direction, decisions based on data, resource allocation, and the development of business networks. Supply chain management, in turn, connects procurement, storage, distribution, and transportation with operational efficiency and service quality. Sustainability-based organizational management is reflected in the efficient use of resources, employee care, safety, and transparency. However, informants differ in how they perceive the role of government policy and their readiness to adopt sustainability practices. The proposed guidelines therefore connect development at the policy, organizational, and collaborative levels. They emphasize clear and consistent policies, stronger information systems and employee skills, the integration of supply chain management with financial discipline, and the incorporation of sustainability principles into everyday operations. Progress should be monitored through financial, customer, internal process, and learning and growth perspectives, with implementation adapted to the resources and market context of each enterprise.