An e-cooperative applies digital platforms across its operations, from management and production to sales, concretizing the spirit of Resolution No. 57-NQ/TW. This is not merely about using online tools for transactions or marketing, but a comprehensive shift from traditional to digital governance. The model ensures transparency, reduces costs, improves efficiency, and still retains the flexibility of individual business models.

Currently, Điện Biên province has 353 cooperatives. In recent years, the province has gradually supported their digital transition. Cooperatives have received digital skills training, been assisted in creating websites and fanpages, bringing products onto e-commerce platforms, and connecting with postal services, banks, and logistics companies. Some cooperatives now operate with digitized processes, record keeping, and transparent traceability, helping local agricultural specialties reach customers nationwide, thereby increasing sales and member incomes.

From traditional production, the Hà Ân Agricultural Service and Production Cooperative (Nậm Kè commune) has boldly applied digital technology in management, market connection, and production transparency. Director Nguyễn Tiến Nghĩa said: “Thanks to digital monitoring systems, we can update and adjust every stage from cultivation to harvest and sales. This has helped raise average yields to 70-100 tons per hectare, with annual output reaching about 3,000 tons. Products like winter melon and pumpkin are not only sold within the province but also to external markets.”

Some food-processing cooperatives have also embraced digital transformation. The Hoa Ban Trắng Cooperative in Mường Lay, with products such as khẩu xén and chí chọp (traditional snacks), has shifted from traditional to digital management. Previously selling just 1-2 tons annually, the cooperative now averages 35 tons per year. Director Lò Chúc Chi emphasized: “Transitioning to an e-cooperative means digitizing the entire chain, production, processing, packaging, and sales. Digital platforms allow transparent management, quality control, broad product promotion, and direct consumer connections, creating sustainable competitiveness.”

A major success of the e-cooperative model is supply-demand matching via e-commerce platforms. Before, cooperative products were mostly sold in limited areas, heavily dependent on middlemen, with unstable prices. Now, by using platforms such as Postmart, Voso, Shopee, and Lazada, or through their own websites and fanpages, cooperatives have changed their mindset. They also improved production processes, applied management software, implemented traceability systems, and added QR codes to shipments, boosting consumer trust and product value.

The model also strengthens member linkages. Instead of small-scale, fragmented production, farmers join common value chains, receive digital training, and learn online sales. Some cooperatives even organize livestream sales training, product photography, and promotional writing workshops.

Mr. Phí Văn Dương, Chairman of the Provincial Cooperative Alliance, noted: “To promote digital applications in cooperative operations, the Alliance has coordinated with agencies to train cooperative managers on digital technologies and e-commerce, focusing on marketing and planning skills. This helps cooperatives adopt modern business methods, raise incomes, and contribute to the province’s poverty reduction goals.”

Some cooperatives already use IT in production and business, such as e-signatures and online tax filing; automated irrigation; closed-loop livestock farming; product promotion and customer connections via Facebook, Zalo, websites; and QR code traceability. These measures have cut costs, expanded customer access, and improved productivity and profitability.

Still, challenges remain: IT infrastructure in rural and mountainous areas is limited; members’ digital skills are uneven; capital, human resources, and business strategies are constrained; and online competition is fierce. Cooperatives must constantly innovate, improve quality, and build strong brands and after-sales services.

For effective implementation, comprehensive solutions are needed: investing in IT infrastructure, providing financial and human resources support, and improving the legal framework. At the same time, training must be tailored to actual needs of managers and members. Credit policies and cooperative support funds should remain flexible for upgrading equipment, building brands, and standardizing packaging. It is also crucial to standardize digital production-business processes and strengthen cooperative linkages with tech firms, banks, and distribution networks to ensure sustainable development and affirm their role in modern agricultural value chains.