Strategic human resource planning for workforce sustainability in traditional manufacturing SMES: A case study of Syarikat Salmi Hj. Tamin Sdn. Bhd.

Abstract

Rapid digitalisation, intensifying market competition, evolving regulatory requirements, and workforce transitions have increased the strategic importance of human resource management in sustaining organisational competitiveness. Traditional manufacturing small and medium-sized enterprises (SMEs) face the additional challenge of preserving organisational heritage while developing the workforce capabilities required for future business environments. This study explores the strategic human resource planning practices of Syarikat Salmi Hj. Tamin Sdn. Bhd., a long-established Malaysian food manufacturing company best known for its Kicap Tamin brand. A qualitative case study approach was employed, using a semi-structured interview with the Human Resource Manager, supported by organisational observations, company documents, and secondary sources to achieve data triangulation. The findings reveal that the company places considerable emphasis on workforce continuity, operational stability, food safety compliance, and employee loyalty. From the Resource-Based View (RBV) perspective, long-serving employees constitute valuable strategic assets because their tacit knowledge supports product quality, operational consistency, and sustained competitive advantage. Nevertheless, the study identifies several strategic gaps, including limited digital skills development, the absence of systematic workforce forecasting, insufficient integration of lifelong learning, and a lack of structured reskilling initiatives. The findings suggest that sustainable workforce transformation requires organisations to balance the preservation of institutional knowledge with continuous capability development. Accordingly, the study proposes a strategic human resource framework that integrates workforce planning, reskilling, performance alignment, and lifelong learning to strengthen future workforce sustainability. This study contributes to the Strategic Human Resource Management literature by providing practical insights into how traditional Malaysian manufacturing SMEs can strategically develop future workforce capabilities while preserving organisational heritage and maintaining competitive advantage.