Report on the Thailand Mission
June 12, 2015
GRIPS Development Forum
A policy research team consisting of Kenichi Ohno, Izumi Ohno, and Akemi Nagashima visited
Bangkok during May 24-26, 2015 to study Thailand’s experience in fostering FDI-local firmindustrial linkage, and draw lessons for other developing countries including Ethiopia1. Special
attention was paid to public and private efforts for promoting such linkage and matching between
Thai and Japanese firms. Japan is the dominant (roughly 60%) source country of FDI into Thailand.
Moreover, there is an increasing interest in enhancing business ties of various types—input
sourcing, OEM, joint venture partners, etc.—between Thai SMEs and Japanese SMEs, the latterof which are rapidly increasing investment in Thailand in recent years.
We visited relevant Thai official and private organizations and met Thai policy makers andpractitioners as well as Japanese advisors assigned at Japan Desks. We would like to express our
deep appreciation to all people and organizations who kindly received us and shared valuable
information with us. This report summarizes the mission’s findings. The mission schedule,
interviewed organizations and persons, and information collected are given in attachments 1-3.
1. Key features of Thailand’s FDI-local linkage development
Since the mid-1980s, Thailand has introduced a number of programs to promote “supporting
industries” (part and component suppliers for large assembling firms operating in Thailand,
especially in automotive and electronics sectors). FDI-local industrial linkage development is oneof the key programs. Japanese manufacturing FDI increased suddenly in Southeast Asia in thelate 1980s following a sharp yen appreciation, but component producers were undeveloped in theregion. This prompted some governments in Southeast Asia to develop supporting industries fromscratch, often with Japanese private and public assistance. Malaysia introduced the Vender
Development Program (1988) and the Industrial Linkage Program (1995), but it subsequently
abandoned this policy and began to focus on value-creating high-tech Malaysian SMEs without
linkage with FDI. By contrast, Thailand has steadfastly maintained the policy of attracting
manufacturing FDI firms and strengthening Thai firms to work effectively with them even to thisdate. The recent rise of FDI by Japanese SMEs into Thailand has activated both the Thaigovernment and private sector to strengthen business matching and linking services to produce a“win-win” situation for the two countries. The appetite of Thai companies for technology transferfrom Japanese FDI remains strong.

1

The purpose of JICA-commissioned missions, including this one, was to collect information on industrial policy
formulation in selected countries for the policy learning of other developing countries. During Phase I ofJapan-Ethiopia industrial policy dialogue 2009-2011, the GDF team visited Singapore (August- September 2010),
Korea (November 2010) and Taiwan (February 2011). During Phase II, India (September 2012), Mauritius (October2012), Malaysia (June 2013), Indonesia (June 2014), Rwanda (August 2014), and Cambodia (May 2015) werevisited in addition to Thailand. Views expressed in this report are those of the GDF team and do not necessarily
represent the views of JICA.

1

Figure 1 illustrates the Investment Promotion Network for Thai-Japanese SMEs with special
attention to industrial linkage development and supporting industry promotion. The Board of
Investment (BOI, an investment agency under the Prime Minister’s Office)2 and the Ministry ofIndustry (MOI) are the key official actors for FDI-led industrialization and industrial capacity
building. They flexibly and informally coordinate activities of related agencies and units affiliatedwith BOI or MOI, as well as private sector bodies such as the Alliance for Supporting Industries
Association (A.S.I.A.) which comprises of twelve Thai industrial associations (see section 3). The
network is neither dominated by a single organization nor governed by explicit rules. Eachmember organization performs its works separately, and refers customers to other organizations
whenever they can fill required functions better than itself. Personal relationship among officials
and experts at various organizations matters greatly in ensuring the quality of collective services.
Such mutual referral is called taraimawashi in Japanese, often with a negative connotation of
bureaucratic irresponsibility. But when taraimawashi is conducted speedily and properly,
customers are well served even without a focal point or formal procedure. Loose working stylesuch as this is typical of the Thai government not special to the Investment Promotion Network
alone.

Figure 1: Investment Promotion Network for Thai-Japanese SMEs

BOI issues investment licenses and approves incentives based on the published list of priority
activities and products which is combined with internal deliberation. As an investment promotion
agency, BOI is the first contact point for foreign investors. On January 1, 2015, BOI introduced
2

BOI was originally under the Prime Minister’s Office, but it was placed under MOI during the time of former Prime
Minister Yingluck Shinawatra (August 2011-May 2014). Under the current government of Prayuth Chan-ocha, BOI
was moved back to the PM’s Office.

2

new investment incentives guided by the Seven-Year Investment Strategy 2015-2021, which
promotes investments enhancing national competitiveness through R&D, innovation, value
creation in the agricultural, industrial and service sectors, or promoting environment-friendly
activities. This was a major shift in Thai FDI policy from the previous zone-based regime (different
amounts of incentives were granted depending on location: Bangkok, near Bangkok, or remote) tothe combination of the activity-based (knowledge-based, value-added, high-technology) and themerit-based (competitiveness enhancement, decentralization, industrial area development, etc.)
regime. BOI also has the BOI Unit for Industrial Linkage Development (BUILD, see section 2)
which provides business matching and linkage services between FDI and Thai firms.
The Department of Industrial Promotion (DIP) of MOI is responsible for industrial policy design, as
well as policy implementation directly or indirectly through various official and non-official bodies
such as the Bureau of Supporting Industry Development (BSID) under DIP (section 3), several
sector-specific institutions, industry associations and their apex organization A.S.I.A., and theIndustrial Estate Authority of Thailand (IEAT). In addition, there are academic institutions andNPOs that provide management and technical education and training, business consulting, among
which the Technology Promotion Association (TPA, section 5) is most prominent.
The remaining sections will explain key member organizations of the Investment Promotion
Network for Thai-Japan SMEs, illustrated in Figure 1, as well as selected private sector
organizations that contribute to FDI-Thai firm matching and linkage.
2. BOI Unit for Industrial Linkage Development (BUILD)
To meet the demand of FDI companies for procuring domestic inputs or finding suitable Thai
partners for joint venture (JV) or Original Equipment Manufacturing (OEM) arrangement, BOI
established the BOI Unit for Industrial Linkage Development (BUILD) in 1992. BUILD provides
one-stop sourcing services for FDI companies by identifying the needs of FDI manufacturers andmatching them with local suppliers. Through industrial linkage development, BUILD contributes tothe transfer of production technology and the growth of supporting industries in Thailand.
Main activities of BUILD include sourcing service, SUBCON Thailand, Association of Southeast
Asian Nations (ASEAN) Supporting Industry Database (ASID), and internationalization (Vender
Meet Customers (VMC) Roadshow Program).
 Sourcing service―BUILD provides free service to help both Thai and foreign buyers source
parts and components in Thailand. When an inquiry is received from a buyer, BUILD
identifies potential suppliers that meet the buyer’s requirements. Normally, BUILD
announces the specification and volume requirements of foreign buyers in the website andsolicits expression of interest from Thai suppliers. One-on-one meetings can also be
arranged for a buyer to discuss individually with each potential supplier. There are various
channels through which BUILD receives inquiries from buyers. In some cases, buyers
directly contact BUILD via email or phone. In other cases, the One Start One Stop
Investment Center (OSOS) or the overseas offices of BOI transfer inquiries by foreign
buyers to BUILD. Japanese local governments often contact BOI’s Tokyo or Osaka Offices3

instead of contacting BUILD in Bangkok directly.
 SUBCON Thailand―this event, started in 2007, is the largest industrial subcontracting
exhibition for industrial parts and business matchmaking in the ASEAN region. It isorganized jointly by BOI, the Thai Subcontracting Promoting Association, and UBM Asia
(Thailand) in May every year. It is also held to coincide with Intermach, the largest
machinery exhibition in Southeast Asia. SUBCON Thailand 2015 took place on May 13-16,
2015, in Bangkok.
 ASEAN Supporting Industry Database (ASID)—this is an information service of ASEAN thatlists manufacturers of parts and components in the ten member countries on the internet for
global access. BUILD is responsible for maintaining this database in Thailand by
consolidating and updating information. For each entry, the database includes company
profile, investment profile, and information on employment, customers, products, capacity,
processes, raw materials, and machinery and equipment. The BUILD team asks registeredcompanies to update their information annually. The team told us that convincing registeredcompanies on the merit of database inclusion was the key to secure their cooperation forregular updating.
 Internationalization (VMC Roadshow)―the VMC Roadshow Program allows Thai parts
manufacturers to participate in overseas exhibitions and trade fairs with the aim of widening
their vision and knowledge. Participating local firms are expected to gain entrepreneurial
experience leading to business development and competitiveness improvement. It is hopedthat exposure to linkage opportunities may enable Thai companies to become part of a
global supply chain.
BUILD is run by one director and ten staff members, with each staff assuming responsibility forsourcing service for different buyers. According to the BUILD Director, business matching is not aneasy task with partner search being more difficult than finding local inputs. It sometimes takes
more than one year to look for suitable partners. BUILD arranges various types of business
partnership for FDI customers (JV, OEM, patent use, production contract, etc.). BUILD does nothave data on the number of buyer inquiries or the number of successful search. However, the
BUILD team often receives positive feedbacks from companies. One of the staff felt that about halfof the FDI firms that made inquiries would subsequently send a thank-you email and report the
progress to BUILD3.
3. Bureau of Supporting Industry (BSID) under DIP/MOIThe Bureau of Supporting Industry (BSID) under DIP of MOI assumes the main responsibility forpromoting supporting industries (Thai SMEs rather than foreign suppliers in Thailand). The historyof BSID goes back to 1988, when the Metal-working and Machinery Industries Development
Institute (MIDI) was established within DIP as an agency to implement promotion measures formetal-related supporting industries with JICA technical cooperation. At that time, there was astrong need to strengthen Thai firms as reliable partners for Japanese FDI production, in the wake3

When we asked about the number of inquiries from FDI companies and the number of successful businessmatching per year, the BUILD team was unable to give clear answers. It seemed too busy with day-to-day
operations to produce such statistics, and the general working environment of the Thai government does not
require such reporting unlike some other governments.

4

of a massive relocation of Japanese manufacturers to Thailand following a sharp yen appreciationof 1985. In 1996, MIDI was upgraded to BSID with a higher organizational status and a broader
scope of work (including plastic, packaging, and linkage). It focused on the three aspects of people,
technology, and linkage. This is a good example of scaling up and institutionalizing JICA technicalcooperation by the ownership of the Thai government. During the 1990s, more industrial institutes
were established by DIP/MOI including the Thai-German Institute (TGI, 1992), the Thailand
Automotive Institute (TAI, 1998); the Electrical and Electronics Institute (EEI, 1998), the Iron andSteel Institute (ISI, 2000), and so on. These were initially established with the government budget
or foreign aid, but are currently required to operate as autonomous, non-profit, and financiallyself-supportive organizations.
BSID has taken a step-by-step approach to strengthening the capacity of Thai supporting
industries. Initially, when the private sector was weak and the number of supporting industry firms
was limited, BSID directly provided technical and managerial support to individual companies.
When the number of companies grew to approximately 1,000, BSID established and managed
thematic forums of supporting industries (design, metal, machinery, foundry, etc.), serving as theircoach and secretariat. Gradually, these forums have gained experience and developed into truly
privately-run industrial associations. Currently, there are twelve such industrial associations
fostered by BSID4. Increasingly, those associations are beginning to provide technical support andhuman resource development to member companies without BSID’s help.
In 2008, the Alliance for Supporting Industries Association (A.S.I.A.) was established, again withthe support of BSID/DIP, to promote networking among existing supporting industry associations.
There are more than 15,000 companies involved in A.S.I.A. A.S.I.A plans and conducts activities
related to all industry associations thereby producing synergetic effects. Compared to theFederation of Thai Industries (FTI) established in 1987, A.S.I.A is a young apex organization
focusing on domestic supporting industries, and its capacity needs to be further strengthened.
Nevertheless, this is a good way to promote cooperation among different supporting industry firms
toward a common goal of becoming competitive regionally and globally, now that Thai supporting
industries have grown to a certain level and are aspiring to achieve higher management andtechnology capability.
Currently, BSID, industrial institutes, A.S.I.A., and A.S.I.A.-affiliated industrial associations
collectively work to strengthen supporting industries. BSID is a policy-making organization
responsible for overall policy for supporting industry promotion. It initiates and directly implements
innovative pilot projects, which should eventually be handled by the private sector (A.S.I.A. and its
industrial associations). BSID is also responsible for emerging industries such as the medical andhealth care industry and the elderly care industry, for which industrial associations are yet to beformed. Industrial institutes play a key role in drafting and implementing industrial master plans in
respective sectors, acting as the hub for businesses, government (BSID), experts, and other

4

The A.S.I.A. has a network of the following twelve associations: Thai Machinery Association, Thai Composites
Association, Thai Foundry Association, Thai Embedded Systems Association, Thai Plastic Industries Association,
Thai Logistics and Production Society, Thai Tool and Die Industry Association, Thai Air Conditioning Traders
Association, the Association of Thai Software Industry, Thai Subcontracting Promotion Association, Hazardous
Substance Logistics Association, and the Association of Thai Small and Medium Entrepreneurs.

5organizations. A.S.I.A. and its industrial associations are the initial point of contact for member
companies for information, training and other capacity development activities, business matching,and so on. It is important to note that BSID, industrial institutes, and industrial associations work
very closely in Thailand. Most (80%) of these associations are housed in the same complex in
Klong Toey, Bangkok, where BSID, TAI and ISI are also located. Physical proximity allows theseorganizations to visit and discuss with each other easily and frequently5.
As the above history shows, the degree of government’s direct involvement in enterprise support
was strong at first, but has decreased over time as the private sector developed its capacity. Now,
BSID’s role in enterprise support is indirect, primarily working through A.S.I.A. and its industrial
associations. Likewise, shindan (SME management consultant system) service was initiallyprovided by the government, but now it is implemented by individual firms that have come tounderstand its benefits. Currently, the main role of BSID in shindan is normative, setting the criteria
for enterprise diagnosis and establishing a mechanism in which shindan reports can be usedeffectively to address concrete problems. Since a few years ago, Thai companies are obliged topresent shindan reports when applying for BSID support or financial support from the SME Bank.
BSID also manages a database for supporting industries in Thai language. It is exploring thepossibility of linking it with J-GoodTech, a database of Japanese high-quality SMEs recently
created by the SME Support, Japan (SMRJ).
4. Japan Desks at BOI and MOI
Because of close economic relationship between Thailand and Japan, both BOI and MOI haveestablished “Japan Desks” as consultation windows dedicated to Japanese investors.
At BOI, Japan Desk is headed and staffed by Thai officials. In addition, over the last twenty years,
Shoko Chukin Bank6 has continuously dispatched its staff to BOI’s Japan Desk as a bilateral
investment advisor. This advisor gives necessary advice on application procedures, company
registration, investment promotion policy, and incentives to Japanese investors. Approximately
20-30 cases are handled per month.
At present, the Thai-Japan investment advisor sits in BOI’s One Start One Stop Investment Center(OSOS) in central Bangkok, established in 2009, rather than at BOI’s headquarters. The aim of
OSOS is to bring investment-related agencies under one roof, make the process of starting
business easier, and centrally provide information on business operations. Staff from BOI and theMinistries of Finance, Commerce, Industry, and Labor are stationed at OSOS, and staff of someother ministries and agencies are available by appointment. According to the Thai-Japan
investment advisor, the majority of Japanese investors use business consultants on a fee basis toobtain investment and business licenses instead of free service at OSOS. As a result, OSOS
5

In Thailand, there is no secondment practice from government to the private sector. In order to reach out tovarious industrial institutes and associations, BSID staff may spend one day of the working week at a particularinstitute or association while they are at BSID on other days. This eliminates the need for formal personnel
arrangement.
6 The Shoko Chukin Bank is the only public financial institution in Japan, jointly invested by government and theprivate sector (partial privatization started in 2008). It provides financial access to SMEs and SME cooperatives tofacilitate their business activities.

6

functions primarily for a small number of companies that choose to do all application proceduresby themselves without using business consultants. It should additionally be noted that, in contrast
to relatively efficient BOI procedure for issuing investment licenses and incentives, application
procedure for obtaining tax and import duty exemption is highly complex and only in Thai language,
and companies must file application for each consignment of imported goods.
At MOI, Japan Desk was established in 2009 within the Business Opportunity Center (BOC) of the
Bureau of Strategies Management (BSM) of DIP, and a rotating Japanese expert has been
dispatched with JICA funding since then. While BOC disseminates information on Thai industry
and business opportunities generally to all, Japan Desk here is dedicated to providing initial
contacts and facilitating networking between MOI (that is, DIP) and Japanese local governments(prefectures and municipalities) which are interested in business expansion of Japanese local
SMEs in Thailand. Fukuoka Prefecture was the spearheading case. With a strong initiative of theprefectural authority, various programs have been organized including mutual visits of SMEs in
Thailand and those in Fukuoka Prefecture, networking and business matching events, lectures,and so on. The Fukuoka model stimulated other Japanese local governments that have similarinterest in facilitating bilateral business partnership. With rising interest among Japanese SMEs toinvest abroad in recent years, eleven local governments have signed MOUs with DIP (Aichi Pref.,Akita Pref., Fukui Pref., Fukuoka Pref., Saitama Pref., Shimane Pref., Tottori Pref., Toyama Pref.,Yamanashi Pref., Kawasaki City, and Minamiboso City). DIP also has partnership arrangementswith the SME Support, Japan (SMRJ), the Tokyo Metropolitan Industrial Technology ResearchInstitute (TIRI), and the Tokyo Metropolitan Small and Medium Enterprise Support Center.
5. Technology Promotion Association (TPA)The Technology Promotion Association (TPA) is a Thai NPO established in Bangkok in 1973 byformer Thai students who studied science and technology in Japan. For 42 years, it has provided
management and technical education and training, language courses, and book publication with astrong focus on Japanese manufacturing. Based on its accumulated experience and expertise,
TPA established the Thai-Nichi Institute of Technology (TNI) in 2007, a private university forteaching Japanese style manufacturing in theory and practice, with a strong emphasis on the latter.
TNI was financed by TPA’s accumulated profits and a bank loan. Japanese businesses in Thailand
have assisted TPA and TNI from the sideline by dispatching experts, accepting student internship,providing equipment and scholarship, and so on. The Japan-Thailand Economic Cooperation
Society (JTECS) was an organization established in Tokyo to coordinate and provide private andpublic assistance to TPA from the beginning. However, management and financial resources of
TPA and TNI have been local with strong Thai ownership.
TPA has been offering three core programs: (i) culture and language (with an emphasis on
Japanese but also other languages); (ii) shindan consultancy for companies; and (iii) calibration(setting or correcting of measurement on precision-requiring equipment). In addition, TPA recently
adopted an innovative approach (i-TPA) in which project-based pilot activities can be started on a
trial basis to enlarge its functions—which can be formalized if successful and ended if not. This isan effort to positively respond to the changing needs of both Thai and Japanese businesses. In
2014, TPA was reorganized by adding pilot project units to the existing functional units conducting
7

regular programs.
The Thailand-Japan Business Alliance Center (abbreviated as J-SMEs)7, is a notable example ofsuch pilot projects. J-SMEs was established in August 2013 to conduct business matching
between Thai companies and Japanese SMEs, building on TPA’s strong Japanese network. Its
activities include: (i) arranging business trips and business matching for Japanese investors
interested in Thailand or other Southeast Asian countries as well as for Thai investors interested inJapan; (ii) organizing workshops for both Thai and Japanese SMEs; and (iii) business coordination
functions such as business advice, market research service, local business trip arrangement, andmarket development support. TPA has assigned three permanent officers to run J-SMEs, which islocated on the third floor of the Old TPA Building, and collaborates with Tokyo Higashi Shinkin
Bank which has dispatched two staffs to J-SMEs, from January 2014, to promote businessmatching and exchange between Japanese SMEs (clients of Tokyo Higashi Shinkin Bank) andThai companies.
The first two years of J-SMEs have shown that business matching is time-consuming and does notproduce quick results. The J-SMEs staff have faced a mismatch between Japanese SMEs whichhave specialized high technology (“Only One” technology) and Thai SMEs which prefer producing
a large quantity at low cost. To be compatible, Japanese SMEs must make great effort to localize
their technology and produce at lower cost, while Thai SMEs need to upgrade their technology
and capability. From this experience, TPA now realizes the important role of business matching
coordinators who understand and can coach in the technological aspects of both Thai andJapanese SMEs, not just in management and marketing. To produce such coordinators, TPA has
turned to the Model of the Greater Tokyo Initiative (TAMA for short)8. TAMA was established in1998 and became an association in 2001, to vitalize industries in the Greater TAMA area
(encompassing parts of Tokyo, Kanagawa, and Saitama) through innovative collaboration amongindustries, universities, local governments, and financial institutions. TAMA has contributed to thecluster formation of SMEs, R&D and technology, and creation of “Global Niche Top” companies in
the Greater TAMA area. TPA is seeking twinning arrangement with TAMA, by inviting experts fortraining high-skilled project coordinators, curriculum development, and advising SMEs for writing
good business proposals.
6. Implications
Thai experience in FDI-local industrial linkage development offers useful lessons for today’s
developing and emerging economies in three ways.

7

For details of J-SMEs, visit http://www.tpa.or.th/industry/index.php.

8

TAMA is named after the Tama Region, which is the Western part of Tokyo comprising the core geographic area
for this initiative, as well as for abbreviation of the Technology Advanced Metropolitan Area. As of March 2014,
TAMA had 595 members including 300 firms (94% of which are SMEs), 64 economic associations and NPOs, 38
universities, and 22 local governments (TAMA Annual Report FY2013). Building on this broad and diverse
membership, about 150 TAMA coordinators work to create various types of business collaboration involving local
SMEs, in such areas as R&D, marketing, and overseas business expansion, human resource development,
information sharing, and networking with other regions. The number of business collaboration cases arranged by
TAMA exceeds 500.

8

First, two main components of industrial linkage development are (i) creating linkage between FDI
and domestic companies through various types of business matching programs; and (ii) capacity
building of domestic SMEs. Both components are necessary for effective linkage development. In
Thailand, the former component is handled mainly by BUILD of BOI, which is the first contact point
for foreign investors, and the latter is assumed by BSID of MOI, industry institutes, and industrial
associations belonging to A.S.I.A. These organizations form a loosely coordinated investment
promotion network for Thai and Japanese SMEs. In addition, there are private organizations, such
as TPA, which provide various programs for business matching and industrial capacity building.
Second, in Thailand, many organizations, both public and private, support business matching
between Thai and FDI firms including sourcing service, matching events, and overseas visits(Vender-Meet-Customer Roadshow). However, it has become increasingly clear that superficial
matching is not enough to produce results, and that in-depth preparation is necessary to identify
the real needs of both local and FDI companies including technology aspects. In the mostinnovative case, TPA plans to train highly-skilled project coordinators with technical knowledge to
conduct more effective business matching, in collaboration with a Japanese industrial NPO. It is
important to monitor the results of this initiative.
Third, the Thai government has played a vital role in fostering the private sector, by helping firstthe establishment and then the enhancement of industrial associations. In particular, BSID has
taken a step-by-step approach to strengthening the Thai supporting industries. When the private
sector was weak, BSID directly provided technical and managerial support to individual companies.
It then created and served as secretariat for thematic forums of supporting industries, which later
developed into relatively capable privately-run industrial associations. More recently, BSID
supported the establishment of an apex networking organization, A.S.I.A., to facilitate information
sharing and various capacity development activities across industrial associations.
What Thailand practices is a relatively advanced form of FDI-local firm industrial linkage
development and supporting industry promotion in comparison with other developing countries.
This is the result of cumulative efforts over the last three decades made by both public and private
players. Although it is not easy to replicate the full set of what Thailand does in most othercountries, we believe that the examples given in this report are highly useful for countries aspiring
to strengthen manufacturing capability under FDI-led industrialization. They point to a general
direction to go as well as pitfalls to avoid.

Attachments:
1. Mission schedule
2. Organizations/persons visited
3. List of information collected9Attachment 1

Mission Schedule

Mission Members
Kenichi Ohno

Professor, National Graduate Institute for Policy Studies (GRIPS), Tokyo, Japan

Izumi Ohno

Professor, National Graduate Institute for Policy Studies (GRIPS), Tokyo, Japan

Akemi Nagashima

Research Associate, National Graduate Institute for Policy Studies (GRIPS), Tokyo, Japan

Mission Schedule
Date

Time

Activity

PM Flight from Haneda to Bangkok
24

Sun

PM Dinner with Ambassador Shiro SADOSHIMA, Embassy of Japan in Thailand
AM
25 MonMinistry of Industry, Department of Industrial Promotion (DIP),
Bureau of Strategies Management (BSM), Business Opportunity Center (BOC)

AM Unit for Industrial Linkage Development (BUILD), BOI

MAY

PM Technology Promotion Association (TPA)
AM
26

Tue

Ministry of Industry, Department of Industrial Promotion (DIP),
Bureau of Supporting Industry (BSID)

AM Thailand Board Of Investment (BOI)PM Flight from Bangkok to Phnom Penh10

Attachment 2

Organizations/Persons Visited
Organization

Name

Position

Ministry of Industry, Department ofIndustrial Promotion (DIP),Bureau ofStrategies Management (BSM), Business
Opportunity Center (BOC)

Kiyoshi MURAKAMI

Advisor for BOC Japan Desk

Ministry of Industry, Department ofIndustrial Promotion (DIP), Bureau of
Supporting Industry (BSID)

Panuwat Triyangkulsri

Director

Sonklin Ploymee

Director

Keeratinun Srimuang

Investment Promotion Officer

Tomoyoshi HARADA

Thai-Japan Investment Advisor

Unit for Industrial Linkage Development(BUILD), BOI
Thailand Board Of Investment (BOI)

Damrong ThawesaengskulthaiTechnology Promotion Association (TPA)

Virach Sornlertlamvanich
Napaporn Ngamthanacom

11

Executive Director and Director
GeneralAdvisory Executive Director
GeneralOversea Project Director

Attachment 3

List of Information Collected
SourceTitle

Authors/Publisher

A Guide to the Board of Investment 2014

BOI

Presentation Documents: Thai-Japanese SMEs
Investment Cooperation, 23 May 2013

BOI

Brochure: BUILD

BUILD, BOI

Brochure: BUILD -One Step Sourcing Service-

BUILD, BOI

Thai Magazine article: OTAGAI -Thai & Japan for
the future- (Japanese Translate by JICA)

MBA Magazine

The Eleventh National Economic and Social
Development Plan 2010-2016

NESDB

Presentation Documents: Investment in Thailand,
11 March 2015

Mr. Daisuke MATSUSHIMA,
JICA expert at NESDBBrochure: Ticon Group FORWARD, September
2014, March 2015

TICON

Thailand Board Of Investment (BOI)

Ministry of Industry, DIP, Bureau ofStrategies Management (BSM),
Business Opportunity Center (BOC)

Others12