FINAL REPORT

1. Executive Summary

This dossier presents the complete deliverables package for the Digital Transformation for Cocoa SMEs project (Contract No. 01-2026/HELVETAS-ABN), carried out by ABN Asia Company Limited for CA CAO TRONG DUC CO., LTD.

Trong Duc Cocoa is a 20-year-old Vietnamese enterprise working with approximately 600 cocoa farming households across Dong Nai, Binh Thuan, and Lam Dong provinces. At the outset, the company relied entirely on paper forms and disconnected Excel sheets for data management — there was no structured farmer database, no GIS-based farm mapping, and no traceability system. These gaps prevented the company from meeting EU Deforestation Regulation requirements and from accessing international export markets.

Over the three-month engagement, the project team designed, built, and deployed a web dashboard paired with an offline-capable Progressive Web App for mobile usage. The system replaced paper-based workflows with digital tools: field staff now accesses farmer profiles, GPS coordinates, farm-boundary polygons, production records, and photographs directly on their smartphones, even in areas with poor internet connectivity. An interactive GIS mapping module overlays farm boundaries on satellite imagery and provides EUDR compliance checking. Real-time dashboards give management visibility into farmer distribution, production trends, and compliance status across all three provinces.

All 17 contractual deliverables were completed on schedule. These include a Digital Transformation Plan, a Needs Assessment Report (based on 5 management interviews, 18 staff surveys, 40 farmer surveys, 12 farm visits, and 3 cooperative meetings), a System Design Proposal, a Risk Assessment Document, the fully functional system with full source code, user documentation in Vietnamese, two training sessions, and a comprehensive Raw Materials Catalog. Hosting and technical support are active through June 2027.

Beyond the immediate deliverables, this dossier also presents a suggested 5-year strategic roadmap for Trong Duc Cocoa to further enhance its digital capabilities, progress along its dual-transformation journey, and achieve full market readiness.

2. Introduction

2.1 Background

Under the European Union's SWITCH-Asia Programme, Helvetas is implementing the project "Circular Economy Cocoa: From Bean to Bar" (2022–2026) in key cocoa-producing regions of Vietnam. The project promotes circular economy approaches to enhance sustainability, reduce environmental impacts, and improve the competitiveness of the cocoa value chain.

Digital technologies have the potential to transform Vietnamese agriculture by enabling farmers and enterprises to work more precisely, efficiently, and sustainably. For the cocoa sector, enhancing traceability along the supply chain is critical to increasing its sustainability and accountability. Digitalization of farm management and supply chain traceability can drive the development of efficient, environmentally sound, and globally competitive cocoa value chains.

Trong Duc Cocoa is a 20-year-old Vietnamese enterprise established in 2005, headquartered in Dong Nai province. The company operates a full bean-to-bar value chain — from cocoa seedling propagation and raw bean collection to processing and finished product manufacturing (cocoa powder, chocolate, cocoa wine). It holds ISO certification and OCOP (One Commune One Product) recognition, and works with approximately 600 cocoa farming households across Dong Nai, Binh Thuan, and Lam Dong provinces.

At the outset of this engagement, Trong Duc Cocoa operated with limited digital capacity and fragmented data systems. While basic farm and household data had been collected from approximately 600 farmers, the data remained unstructured, not systematically managed, and not linked to traceability or other value chain functions. The company relied entirely on paper forms and disconnected Excel sheets — there was no structured farmer database, no GIS-based farm mapping, and no traceability system. These gaps prevented the company from meeting EU Deforestation Regulation (EUDR) requirements and from accessing international export markets. Capacity among staff and farmers to use digital tools also remained limited.

In partnership with Trong Duc Cocoa, Helvetas Vietnam engaged ABN Asia Company Limited to provide short-term services for the sub-project "Digital Transformation for Cocoa SMEs". This assignment was designed to strengthen the digital capacity of Trong Duc Cocoa through the development of a digital transformation plan and an initial integrated farm and household data management system, implemented in a phased approach.

2.2 Objectives of the Report

This Final Report presents the complete deliverables package for the Digital Transformation for Cocoa SMEs project (Contract No. 01-2026/HELVETAS-ABN). Its objectives are to:

• Document the comprehensive needs assessment findings, including the company's current digital maturity profile across 10 critical dimensions and the identified gaps and pain points across the entire cocoa value chain.
• Present the digital transformation strategy, including a prioritized 5-year roadmap with phased initiatives across governance, EUDR compliance, data infrastructure, certification, and market access.
• Describe the system design, architecture, and technology choices for the farm and household data management platform, including web dashboard and offline-capable mobile application.
• Evidence the deployment, pilot testing, user feedback, system refinement, and final handover of the operational system.
• Provide a quantified economic impact analysis, including cost savings, revenue impact, and return on investment projections.
• Offer strategic recommendations for Trong Duc Cocoa's continued digital transformation journey beyond the project period.

2.3 Scope of Assessment

The assessment was conducted over a three-month period (April–June 2026) and covered two main components as defined in the Terms of Reference:

a. Development of an overall Digital Transformation Plan — including a comprehensive needs assessment involving the SME, farmers, cooperatives, and other relevant stakeholders; development of an overarching digital transformation strategy; definition of system architecture, required technologies, human and financial resources, phased implementation timeline, and governance arrangements; and identification of potential risks with mitigation measures.

b. Farm and household data management — including the design and development of a digital system (web and mobile interface) for the collection, storage, management, and analysis of farm- and household-level data; GIS-based mapping aligned with the EU Deforestation Regulation (EUDR); on-demand dashboards and analytical reports; and pilot testing, refinement, training, and final system delivery.

The geographic scope encompassed three provinces: Dong Nai, Binh Thuan, and Lam Dong. Data collection employed a mixed-methods approach, including:

The assessment evaluated Trong Duc Cocoa across 10 critical dimensions: Business Strategy & Leadership, Governance & Organization, Business Processes, Data Management & Analytics, Digital Infrastructure & Technology, Supply Chain & Traceability, Production & Quality Management, Customer & Market Management, People & Digital Skills, and Innovation, Sustainability & Compliance. A 5-level maturity model was applied: Level 1 (Initial/paper-based) through Level 5 (Intelligent Enterprise/AI, IoT, automation).

3. Methodology and Data Sources

3.1 Overall Approach

The assessment followed a mixed-methods approach combining quantitative surveys, qualitative interviews, direct observation, and data analytics. This triangulated methodology was designed to capture the full spectrum of Trong Duc Cocoa's digital maturity — from strategic leadership vision to day-to-day field operations — while ensuring findings were grounded in empirical evidence from multiple stakeholder perspectives.

The work was conducted in four overlapping phases over the three-month engagement period (April–June 2026):

1. Discovery and Needs Assessment (Phase 1, 01–12 April 2026): Desk review of existing datasets and company documents; structured interviews with senior management; staff capability surveys; and initial farmer database analysis to establish a baseline understanding of the company's digital maturity, operational pain points, and strategic priorities.
2. Design and Strategy Development (Phase 1–2, 05–25 April 2026): Translation of assessment findings into a digital transformation strategy with prioritised initiatives; system architecture design; technology selection; and definition of implementation phases, governance arrangements, and risk mitigation measures.
3. System Development and Field Validation (Phase 2–3, 25 April–15 May 2026): Iterative development of the web dashboard and mobile Progressive Web App; integration of existing farmer datasets; on-site farm visits and GPS verification across all three provinces; and cooperative and collector meetings to validate supply chain assumptions.
4. Deployment, Testing, and Refinement (Phase 3–4, 15 May–30 June 2026): System deployment for live use; pilot testing with 20 active users (field staff and farmers); feedback collection; bug fixes and feature refinement; training sessions; and final handover with documentation.

This phased approach enabled the team to iteratively validate assumptions, incorporate stakeholder feedback, and refine both the strategy and the system before final delivery.

3.2 Data Sources

The assessment drew on multiple data sources to ensure comprehensive coverage and cross-validation of findings:

Existing Company Data

Trong Duc Cocoa provided access to its existing farmer database (504 records in JSON and CSV format), internal spreadsheets tracking procurement and production, quality control records, HACCP documentation, and basic accounting data. While these datasets were fragmented and incomplete (71,607 missing values identified across the farmer dataset), they provided essential baseline information on farmer demographics, farm characteristics, and historical production volumes.

Regulatory and Market Intelligence

Desk research was conducted on the EU Deforestation Regulation (EUDR), CSRD/ESRS sustainability reporting standards, GLOBALG.A.P. certification requirements, Japan MRL standards, and other relevant regulatory frameworks. Market intelligence on cocoa pricing, EU buyer requirements, and competitor benchmarking informed the strategic recommendations.

Industry Frameworks and Benchmarks

The assessment applied an industry-standard dual-transformation maturity framework with 77 criteria spanning green transformation (governance, value chain, data & technology) and digital transformation (governance, operations, data & technology). This enabled benchmarking against sector norms and provided a structured baseline for measuring future progress.

Technical Documentation

System architecture decisions were informed by technical documentation on progressive web app development, GIS mapping standards, EUDR compliance data requirements, and interoperability protocols. The team also reviewed existing open-source tools and platforms applicable to agricultural data management.

3.3 Primary Data Collection

Primary data was collected through nine distinct instruments, each targeting specific stakeholder groups and information needs:

The farmer survey instrument was the most extensive, covering 298 data fields organised into 11 sections: personal identification and demographics, geographic information, farm characteristics, production data (seasonal and annual), pest and disease management, fertilizer and input usage, training and extension participation, financial inclusion and banking, communication and technology access, labour and hiring practices, and sustainability practices. Surveys were administered in Vietnamese by trained enumerators using mobile devices during direct farmer interviews.

3.4 Stakeholders Consulted

The assessment engaged stakeholders across the full value chain to ensure a holistic understanding of Trong Duc Cocoa's operations and digital readiness:

Senior Management

Five structured interviews were conducted with the CEO, Operations Manager, Accountant, Warehouse Manager, and Sales Manager. These interviews covered strategic vision, investment priorities, organisational readiness, pain points, and decision-making processes. Management demonstrated strong commitment to digitalisation, driven primarily by EUDR compliance requirements for EU market access.

Office and Field Staff

Eighteen staff members participated in capability surveys covering digital literacy, current tool usage, training needs, and workflow challenges. The survey revealed a workforce eager to adopt digital tools (77.8% expressed high interest in training) but lacking formal upskilling programmes. Field staff showed basic smartphone proficiency sufficient for mobile data collection, while office staff demonstrated varying digital literacy levels.

Cocoa Farming Households

Five hundred and four farming households across Dong Nai (407 farmers), Binh Thuan (97 farmers), and Lam Dong provinces were surveyed. The farmer network has an average age of 58 years, with 53% over 60. Despite the age profile, smartphone adoption is high at 95%, indicating strong potential for mobile-based digital tools. However, only 53% have bank accounts, reflecting limited financial inclusion.

Cooperative Leaders and Collectors

Three group sessions were held with lead farmers, cooperative directors, and intermediary collectors to understand supply chain dynamics, collection and grading practices, payment flows, and farmer-company relationships. These sessions identified critical gaps in procurement tracking and quality traceability.

Factory and Warehouse Staff

Four facility walkthroughs were conducted at the processing factory, warehouse, and showroom to observe production workflows, quality control processes, inventory management, and retail operations. These walkthroughs revealed manual processes at every stage and the absence of integrated digital tracking systems.

3.5 Analytical Methods

The assessment employed several analytical frameworks and methods to structure findings and derive actionable recommendations:

Digital Maturity Assessment

A 5-level maturity model was applied across 10 dimensions: Level 1 (Initial/paper-based), Level 2 (Basic Digitalization/individual software), Level 3 (Integrated/connected systems), Level 4 (Data-driven/dashboards and analytics), and Level 5 (Intelligent Enterprise/AI, IoT, automation). Each dimension was scored based on evidence from interviews, surveys, and direct observation, producing a quantitative baseline (1.41/5.0 overall) against which future progress can be measured.

Dual-Transformation Framework

An industry-standard framework with 77 criteria was used to benchmark both green transformation (governance, value chain, data & technology) and digital transformation maturity. This dual lens ensured that sustainability and digitalisation recommendations were integrated rather than treated as separate workstreams.

Gap Analysis

For each of the 10 maturity dimensions, the gap between current state and desired target was calculated and prioritised by business impact and implementation feasibility. The 23 highest-priority gaps were identified across environmental KPIs, GHG inventory, supplier lifecycle management (green); and data collection platforms, IT security, and technology governance (digital).

Value Chain Mapping

The entire cocoa value chain — from farmer registration and procurement through processing, quality control, warehouse, sales, and export — was mapped to identify data flows, manual handoffs, and integration opportunities. This mapping informed the system architecture and module prioritisation.

Stakeholder Feedback Analysis

Qualitative feedback from interviews, group sessions, and pilot testing was coded and categorised by theme (usability, connectivity, training, feature requests) to identify patterns and prioritise system refinements. Pilot testing feedback from 20 active users was analysed to measure adoption rates, satisfaction levels, and areas requiring improvement.

3.6 Limitations

Several methodological limitations should be noted when interpreting the findings of this assessment:

• Temporal constraints: The three-month engagement period (April–June 2026) limited the depth of longitudinal analysis. Seasonal variations in cocoa production, farmer income, and collection dynamics were not fully captured. A longer engagement would enable observation across multiple harvest cycles.
• Farmer survey sample: While 504 farmer surveys were completed (approximately 84% of the 600-household network), the sample may not fully represent farmers in remote areas of Lam Dong province where access was limited. Farmers in Binh Thuan, where connectivity was poorest, may be underrepresented in the digital readiness assessment.
• Self-reported data: Staff capability surveys and management interviews relied on self-reported assessments of digital literacy and system usage. Actual proficiency may differ from perceived competence, particularly among staff who have not yet used digital tools in a work context.
• Existing data quality: The farmer database provided by Trong Duc Cocoa contained 71,607 missing values across 504 records, limiting the reliability of baseline analytics. Data completeness varied significantly across provinces and data fields.
• Connectivity constraints: Poor internet connectivity in Binh Thuan province restricted the ability to conduct real-time digital assessments and pilot testing in some locations. Findings from these areas may reflect infrastructure limitations rather than inherent digital readiness.
• Scope boundaries: The assessment focused on farm and household data management (Module 1) as defined in the Terms of Reference. Supply chain traceability, carbon accounting, and certification compliance were assessed only at a high level to inform future roadmap recommendations.
• Language and cultural factors: Surveys were administered in Vietnamese by trained enumerators. While this ensured accessibility for farmers, nuanced concepts related to digital maturity and data governance may have been interpreted differently across respondent groups.

Despite these limitations, the mixed-methods approach and triangulation of data from multiple sources provide a robust foundation for the digital transformation strategy and system design recommendations presented in this report.

4. Project Deliverables

The project deliverables are organized into two main components as described below:

a. Development of an overall Digital Transformation Plan

• Conduct a needs assessment involving SMEs, farmers, cooperatives, and other relevant stakeholders.
• Develop an overarching digital transformation strategy that prioritizes key system modules and aligns with the project's objectives and implementation context.
• Define system architecture, required technologies, human and financial resources, phased implementation timeline, and governance arrangements.
• Identify potential risks (technical, operational, data protection, and adoption-related) and propose mitigation measures.

b. Farm and household data management

• Design and develop a digital system (web and mobile interface) for the collection, storage, management, and analysis of farm- and household-level data.
• Integrate GIS-based mapping of cocoa farms and production areas, ensuring alignment with the EU Deforestation Regulation (EUDR) and relevant national regulations.
• Enable the generation of on-demand dashboards and analytical reports with filtering options by geography, farm, household, and time period.
• Ensure the system is user-friendly, scalable, interoperable, and adaptable to the needs of different stakeholder groups.
• Develop and deploy an initial functional version of the system, using existing datasets and enabling real-time data input.
• Facilitate pilot testing with new data input; collect feedback, identify issues, and implement necessary fixes and improvements.
• Refine and finalize the system based on testing results to ensure stable and effective operation.
• Conduct two training sessions for staff and collectors/farm-level users, providing a user manual and basic technical guidance.
• Deliver the final system, including full source code and ownership transfer.
• Provide a brief technical note (system structure, key features, next steps) and recommendations.

Deliverables Checklist

5. Digital Transformation Plan

5.1 Needs Assessment

The needs assessment was conducted through surveys, discussions with company staff, a factory tour, farm tours, and direct visits with farmers across Dong Nai, Binh Thuan, and Lam Dong provinces.

Methodology

The needs assessment and project implementation followed a mixed-methods approach combining quantitative surveys, qualitative interviews, direct observation, and data analytics.

Data Collection Instruments

Survey Instrument Details

The farmer survey instrument covered 298 data fields organized into the following sections: personal identification and demographics, geographic information, farm characteristics, production data (seasonal and annual), pest and disease management, fertilizer and input usage, training and extension participation, financial inclusion and banking, communication and technology access, labour and hiring practices, and sustainability practices. The survey was administered in Vietnamese by trained enumerators using mobile devices during direct farmer interviews.

Company Background

Trong Duc Cocoa is a 20-year-old Vietnamese enterprise established in 2005, headquartered in Dong Nai province. The company operates a full bean-to-bar value chain — from cocoa seedling propagation and raw bean collection to processing and finished product manufacturing (cocoa powder, chocolate, cocoa wine). It holds ISO certification and OCOP (One Commune One Product) recognition. The company works with approximately 600 cocoa farming households across Dong Nai, Binh Thuan, and Lam Dong provinces.

Farmer Demographics

Data collected from the farmer network reveals an aging farmer population with an average age of 58 years, ranging from 25 to 93. The majority (53%) are over 60 years old, and 17% are over 70. Male farmers represent 82% of the network. Education levels are predominantly secondary school or below. Despite the age profile, smartphone adoption is high at 95%, indicating strong potential for mobile-based digital tools. However, only 53% of farmers have bank accounts, reflecting limited formal financial inclusion.

Digital Maturity Profile by Dimension

The needs assessment evaluated Trong Duc Cocoa across 10 critical dimensions using a structured maturity model with 5 levels: 1-Initial (paper-based), 2-Basic Digitalization (individual software), 3-Integrated (connected systems), 4-Data-driven (dashboards and analytics), and 5-Intelligent Enterprise (AI, predictive analytics, IoT). The table below presents the current maturity score, desired target, and identified gaps for each dimension.

Business Strategy and Governance Assessment

Digital transformation is recognised by Trong Duc Cocoa's leadership as essential for market access and operational efficiency. Management interviews confirmed strong commitment to digitalisation, driven primarily by the urgent need for EUDR compliance to access EU export markets. However, this commitment has not yet been translated into a formal digital strategy, budget, or governance structure. There is no designated digital owner or steering committee, and responsibility for digital initiatives is distributed informally across departments. Business processes are largely undocumented — SOPs exist only for basic quality control procedures. The organisational structure follows a traditional functional model with limited cross-departmental collaboration, contributing to the data silos observed during the assessment.

People and Digital Skills Assessment

The staff capability survey (n=18) revealed a workforce eager to adopt digital tools but lacking formal training. Key findings include: 77.8% of staff expressed high interest in new system training, 61.1% specifically requested mobile app usage training, and 44.4% wanted Excel and data management training. Despite high motivation, there is no dedicated IT team or structured digital upskilling programme. Field staff demonstrated basic smartphone proficiency, which is sufficient for mobile data collection with an intuitive interface. Office staff showed varying levels of digital literacy — younger staff in operations and sales were more confident, while warehouse and accounting staff required more support. There is no formal change management process for technology adoption. The project's training sessions addressed these gaps, but ongoing capacity building will be necessary as the system expands.

Technology Infrastructure Assessment

The assessment evaluated the current technology environment across hardware, software, connectivity, and cybersecurity. The company uses basic accounting software and standard office productivity tools. There is no ERP, CRM, Manufacturing Execution System (MES), or Warehouse Management System (WMS). Internet connectivity is reliable at the head office and factory in Dong Nai but poor or intermittent at farm locations, particularly in Binh Thuan province. Staff use personal smartphones for field communication. The company has no formal cybersecurity policies, no backup verification procedures, and no disaster recovery plan. Cloud readiness is limited — the company does not currently use cloud-based business applications beyond basic email. System integration is non-existent; each department operates its own set of tools independently, contributing to data duplication and reconciliation overhead.

Maturity Level Mapping

Using the 5-level digital maturity framework, Trong Duc Cocoa's overall maturity is assessed at Level 1 (Initial), with isolated pockets at Level 2 in specific functions.

Current Maturity Assessment

A maturity baseline was established using the industry-standard dual-transformation framework. Trong Duc Cocoa scored 1.41/5.0 overall (1.25 Green, 1.56 Digital), confirming Level 1 (Initial) across most dimensions — paper-based processes, no integrated systems, no formal governance or sustainability frameworks. This baseline serves as a reference point for measuring progress. The 23 highest-priority gaps centred on: environmental KPIs, GHG inventory, supplier/ product lifecycle management (green); and data collection platforms, IT security, and technology governance (digital).

Regulatory and Certification Requirements Impacting the Business

The assessment mapped 6 key regulatory and certification frameworks. The most critical is EUDR — the primary driver of this digital transformation:

EUDR compliance — including deforestation risk assessment, geolocation data, and due diligence documentation per export lot — was the highest-priority requirement driving system design.

Critical Findings from the Assessment

Supply Chain Pain Points

Farmers & Households

The farmer network comprises approximately 600 households, but at the outset there was no structured farmer database. Farmer profiles, production records, purchase histories, and contact information were scattered across paper files and disconnected Excel sheets. Field staff conducted manual data collection with no standardised format, resulting in inconsistencies, duplicate entries, and frequent data loss. A comprehensive survey of 504 farmers revealed significant data gaps: 71,607 missing values across the dataset, with 504 records lacking photo references, polygon mapping, and elevation data. Seasonal production data was missing for 190-504 farmers, training records for 152-504 farmers, financial data for 97-504 farmers, and hired labour data for 421-504 farmers. Only 53% of farmers have bank accounts, causing payment delays averaging 3.2 days and 8 farmers with payments pending over 5 days. Farmers sell either directly to Trong Duc or to intermediary collectors who handle fermentation, but no digital system tracked these transactions or linked farmer identity to delivered lots.

Farming Areas & Fields

The 504 registered garden records span 507.8 hectares across Dong Nai (407 farmers, 401 ha) and Binh Thuan (97 farmers, 106.8 ha). Most farmers manage single smallholding plots (96% have one farm). GPS boundary mapping coverage was critically low: only 68% of farm boundaries had been captured, with Binh Thuan province at a severe 43% mapping backlog. GPS polygon completion stood at 296 out of 408 identified farmers. Connectivity in Binh Thuan was rated critical — poor internet infrastructure prevented field staff from uploading data or using online tools. The absence of geolocated farm boundaries made it impossible to assess proximity to protected forests, calculate farm areas, or conduct deforestation-risk analysis.

Collection & Grading

The supply chain begins with farmers and cooperatives, followed by collection and grading, but no digital procurement system existed. Monthly intake volumes averaged 38.4 tonnes, reaching only 92% of plan. There was no centralised system to track intake by source, grade, or quality parameters. Procurement staff relied on paper receipts with no consistent digital quality tracking. Payment reconciliation was manual and time-consuming, contributing to the 3.2-day average payment time. Collection schedules were communicated verbally or via phone calls with no central scheduling system, and supplier ranking was non-existent — there was no data to distinguish strategic suppliers from casual or at-risk ones.

Fermentation Process

Fermentation is a critical step in cocoa quality development, yet no digital monitoring existed for this process. The survey captured whether farmers sold directly to Trong Duc or through collectors who also handle fermentation — but fermentation parameters (duration, method, batch tracking) were not recorded digitally. There was no traceability from fermentation batch to farmer source, and no system to track fermentation quality outcomes or link them to final product grades. This gap directly affected the factory's ability to trace quality issues back to specific fermentation practices or farmers.

Factory & Processing

The factory operates two processing lines covering roasting, grinding, pressing, and packing, but capacity utilisation was only 71%, with 4.3% downtime. Monthly intake reached 38.4 tonnes with a factory yield of 78%. Quality control release stood at 96%, but rework candidates were regularly identified for moisture and flavour deviations, and full product rejects triggered reverse traceability investigations. With no batch traceability system, these investigations were slow and often inconclusive — 3 lots were found missing source chain linkage. The factory had 5 open CAPA investigations with a 65% closure rate. Production capacity metrics were tracked manually: roasting at 74%, grinding at 69%, pressing at 81%, and packing at 57%. The production flow from bean intake through winnowing, roasting, pressing, and packing lacked an integrated digital tracking system. Traceable SKU rate was only 58%, meaning nearly half of finished products could not be traced back to their farm origin.

Quality & Compliance

Quality control processes were predominantly paper-based. HACCP compliance required 42 control points and 8 Critical Control Points (CCPs), with 91% overall compliance — but the remaining 9% represented documentation gaps rather than process failures. QC release rate stood at 96%, but the 4% held lots required manual investigation. The company's compliance posture across multiple certification frameworks showed significant gaps: EUDR compliance in progress, Naturland organic certification at 25% (requiring a 3-year conversion period), 4C certification at 15%, CBAM at 10%, and FSMA/FDA at just 3% with a 60% system gap. Each certification required separate documentation streams — all of which were managed manually. The company held OCOP 4-star certification for 6 products, but maintaining and upgrading these certifications required systematic data management that did not exist.

Showroom & Retail

The company operates 2 cafes and 1 showroom for direct-to-consumer sales. At the outset, there was no digital point-of-sale integration, no inventory alert system, and no customer feedback tracking mechanism. Delivery operations were managed manually with 2 deliveries reported as delayed. Inventory levels were tracked on paper, making it difficult to anticipate stockouts or optimise production planning. Customer feedback across service, flavour, hygiene, and delivery dimensions was collected informally with no systematic analysis. The absence of a digital sales platform limited the company's ability to understand customer preferences, track repeat purchases, or build a customer database for marketing.

Logistics & Export

The supply chain flow — from farm through factory, warehouse, and export — had no digital logistics tracking. The company had 14 export-ready lots, but only 58% of SKUs were traceable, and 3 export lots were identified as missing source chain linkage. The export pipeline stood at 84%, constrained by incomplete EU documentation packs. Commit orders were at 63%, indicating significant untapped market demand. EU buyer documentation was awaiting QC paperwork, creating delays in export shipments. There was no system to track lot genealogy, manage export documentation, or provide buyers with verifiable compliance certificates. The lack of digital traceability prevented the company from demonstrating EUDR due diligence — a prerequisite for accessing the EU market, which represents approximately 45% of the addressable export market.

Staff & Internal Operations

Department-level assessments revealed that staff across all teams were still relying on paper workflows. Key pain points included duplicate paperwork, poor internet connectivity limiting digital tool adoption, and a clear need for offline-capable solutions. Surveyed staff expressed high interest in training (77.8%), particularly in mobile app usage (61.1%) and new system training. The handoff flow between departments was entirely manual — field data collected on paper had to be physically transferred to office staff for Excel entry, introducing delays and transcription errors. Inter-departmental data sharing was non-existent, creating data silos where the procurement team had no visibility into farmer data collected by field staff, and the factory had no access to procurement quality assessments.

EUDR Compliance Gap

The absence of GIS mapping and traceability posed a critical barrier to export market access. Without geolocated farm boundaries, deforestation-risk assessment, and a verifiable chain-of-custody system, the company could not demonstrate compliance with the EU Deforestation Regulation (EUDR). This prevented the company from accessing international export markets and limited growth opportunities. The EUDR compliance requirement was identified as the single highest-priority driver for digital transformation.

Key Findings Summary

These findings established the priority for a digital farmer database with GIS mapping to meet EUDR compliance requirements, supported by an offline-first mobile application accessible to field staff and farmers on their existing smartphones.

Prioritized Digital Initiatives

Based on the gap analysis, business impact assessment, and implementation feasibility, the following digital initiatives are prioritised across three time horizons. Each initiative is mapped to the value chain segment it addresses and the expected outcome.

Quick Wins (0-6 Months)

Medium-Term Initiatives (6-18 Months)

Long-Term Strategic Initiatives (18-36 Months)

Investment Estimate and Resource Requirements

The table below outlines the resource requirements for the complete digital transformation programme across the 5-year roadmap period. Actual needs will depend on specific technology choices, implementation partners, and scope decisions.

Capacity Building and Change Management Plan

Sustained digital transformation requires continuous investment in people and change management. The following plan outlines the key capacity-building activities needed to support the roadmap.

5.2 Digital Transformation Strategy

The Digital Transformation Plan was developed during Phase 1 (01-12 April 2026) based on the needs assessment findings. The strategy prioritizes building a centralized farmer database with GIS mapping as the top priority to enable EUDR compliance, followed by mobile data collection tools and management dashboards. The overarching approach is an offline-first, cloud-based system that works in low-connectivity environments while providing real-time visibility to management.

The strategy defines a phased implementation: (1) strategy and design, (2) system development, (3) deployment and pilot testing, and (4) refinement and handover. It also establishes governance with ABN Asia as the technical implementer and Trong Duc Cocoa management as the product owner, with Helvetas as the funding and oversight partner.

5-Year Strategic Roadmap for Trong Duc Cocoa

Building on the digital foundation established through this project, the following roadmap outlines the key initiatives Trong Duc Cocoa should undertake over the next five years to achieve full dual-transformation maturity and market leadership. Recommendations are organised across 6 strategic pillars aligned with an industry-standard dual-transformation assessment.

The table below shows the current maturity baseline and the targets Trong Duc should aim for at each stage of the roadmap:

Pillar 1: Governance, Strategy & Leadership

Pillar 2: EUDR Compliance & Market Access

Pillar 3: Data Infrastructure & Technology Platform

Pillar 4: Certification & Quality Systems

Pillar 5: Farmer Development & Sustainable Sourcing

Pillar 6: Green Operations & Environmental Management

Summary of Key Milestones

This roadmap is designed to be flexible and should be reviewed annually against business performance, market conditions, and regulatory developments. The digital platform deployed through this project serves as the foundational layer enabling all subsequent initiatives.

5.3 Risk Assessment

A structured risk assessment was conducted covering technical, operational, data protection, and adoption-related risks. Key risks identified include: poor internet connectivity in Binh Thuan impacting mobile data collection (mitigated by offline-first PWA design); low digital literacy among aging farmers (mitigated by Vietnamese-language interface and hands-on training); data quality degradation without ongoing monitoring (mitigated by automated validation rules and data quality dashboards); system adoption resistance (mitigated by management championing and daily check-ins during pilot); and data security vulnerabilities (mitigated by JWT authentication, role-based access control, and encrypted connections). Detailed risk registers and mitigation plans are documented in the Risk Assessment deliverable.

5.4 Scalability Assessment

The digital platform developed for Trong Duc Cocoa has been designed with scalability as a core architectural principle. This section assesses the scalability potential of the system across technical, operational, and organisational dimensions.

Technical Scalability

Geographic Scalability

The system currently covers 3 provinces with 504 registered garden records spanning 507.8 hectares. The architecture supports expansion to additional provinces or entirely new growing regions through:

• Multi-tenant data model that can isolate farmers by province, district, or cooperative group
• Role-based access that allows regional managers to see only their assigned areas
• Offline-first mobile app that works regardless of local network infrastructure — critical for expanding into remote areas with poor connectivity
• Configurable data fields and templates that can accommodate different crop types, data collection protocols, or certification requirements

Operational Scalability

Scalability Constraints and Risks

• Internet connectivity: Binh Thuan province has critical connectivity issues — expansion to similar areas requires continued offline-first design and potential satellite-based sync
• Farmer digital literacy: Aging farmer population (average age 58) may slow adoption in new regions without adequate training support and peer-champion programs
• Device access: 96% smartphone adoption is high, but older farmers may need simpler devices or more intuitive interfaces
• Data quality at scale: As farmer count grows, maintaining data quality (complete GPS polygons, accurate production records) requires automated validation rules and periodic audits
• Organisational capacity: Scaling the system requires Trong Duc to invest in a dedicated data steward or IT support function — currently not in place

5.5 Lessons Learned

The project generated several strategic lessons that extend beyond technical implementation to inform future digital transformation initiatives in agricultural SMEs.

Lesson 1: Offline-First Design Is Non-Negotiable for Agricultural Contexts

The single most critical design decision was building the mobile app as an offline-first Progressive Web App. Farm areas across all three provinces, particularly Binh Thuan, suffer from poor or intermittent internet connectivity. During pilot testing, field staff were able to capture farmer profiles, GPS coordinates, and photographs while offline, with data syncing automatically when connectivity was restored. Without this capability, the system would have been unusable for the majority of field operations. Any agricultural digital tool operating in developing-country contexts must treat offline capability as a core requirement, not a feature.

Lesson 2: Vietnamese Language Interface Drives Adoption

The decision to build the entire user interface in Vietnamese, with all labels, help text, and error messages in the local language, was essential for adoption. Staff surveys indicated that 77.8% of staff needed new system training, and farmers had even lower English literacy. The Vietnamese interface reduced the learning curve and allowed users to engage with the system confidently from day one. International development projects should budget for complete localisation of all digital tools, not just translation of documentation.

Lesson 3: Training Must Be Hands-On, Repeated, and Role-Specific

Two training sessions were conducted — one for field staff and office personnel, and one for farmers and collectors. The hands-on, practical format (using real farmer data, actual GPS capture exercises, and live dashboard navigation) proved far more effective than lecture-style training. Users learned fastest when practising with their own data. However, training duration was identified as a constraint, particularly for less tech-savvy users. Future projects should budget for multiple training touchpoints, refresher sessions, and peer-champion programs where tech-savvy farmers help onboard others.

Lesson 4: Start with the Highest-Pain Problem, Not the Full Vision

The original project scope was broad, but the team prioritised the farmer database and GIS mapping as the first deliverable — directly addressing the EUDR compliance gap that was blocking market access. This focused approach delivered tangible value within the first phase, built user confidence, and created a data foundation that subsequent modules (dashboards, reports, procurement) could build upon. Digital transformation in resource-constrained SMEs should follow a "thin slice" strategy: deliver one complete, working capability end-to-end before expanding.

Lesson 5: Management Championing Is Necessary but Not Sufficient

Strong endorsement from Trong Duc Cocoa's leadership was critical for initial adoption. However, sustained usage depended on daily check-ins during pilot testing, quick resolution of user-reported issues, and visible benefits at the operational level (field staff saving time on data entry, managers seeing real-time dashboards). Projects should pair executive sponsorship with an on-the-ground implementation team that maintains daily contact with end users during the critical first weeks of adoption.

Lesson 6: Data Quality Is a Continuous Process, Not a One-Time Fix

The initial dataset of 504 farmer records had 71,607 missing values across 298 fields — a data completeness rate of approximately 52%. Cleaning this data and establishing collection protocols for new data required sustained effort throughout the project. The system now enforces validation rules at the point of entry, but data quality will degrade without ongoing monitoring. Agricultural digital projects should budget for a data steward role and implement automated data quality dashboards from the start.

Lesson 7: Integration with Existing Workflows Trumps Feature Richness

Rather than building a comprehensive ERP system, the project focused on digitising the specific workflows that staff already performed: farmer registration, GPS capture, production recording, and dashboard reporting. By matching the system to existing processes rather than imposing new ones, the project reduced resistance and accelerated adoption. The lesson for future projects is to study existing workflows deeply, digitise them faithfully, and only introduce process improvements once users are comfortable with the digital version.

Staff Level Risks

Farmer Level Risks

6. Farm and household data management

6.1 System Design and Development (Web and Mobile)

Purpose

A web and mobile-responsive system for collection, storage, management, and analysis of farm and household data for Trong Duc Cocoa's ~600 farmers across Dong Nai, Binh Thuan, and Lam Dong provinces.

Key Features

• Farmer/household database management
• GIS-based farm mapping (EUDR-compliant)
• Mobile data collection
• Dashboard and analytics with filtering
• Role-based access control
• Data export (Excel, PDF, CSV)

User Roles

Architecture Diagram

Technology Stack

6.2 GIS-Based Mapping (EUDR-Compliant)

Overview

The GIS mapping module integrates farm geolocation data with satellite imagery and deforestation risk layers to provide a comprehensive spatial view of Trong Duc Cocoa's farming network. The module uses PostGIS for spatial data storage and queries, Leaflet for interactive map rendering on the web dashboard, and the mobile PWA's GPS capture capabilities for field data collection. This system enables the company to meet EU Deforestation Regulation (EUDR) requirements for deforestation-free supply chain documentation.

Data Collection Methodology

Farm boundary polygons and GPS coordinates are collected by field staff using the mobile PWA's built-in GPS capture functionality. Staff walk the perimeter of each farm parcel while the app records GPS waypoints, which are then processed into GeoJSON polygons and stored in PostGIS. Each capture session includes accuracy validation (minimum 5m precision threshold), timestamp, and staff identifier. Photos of the farm are captured simultaneously and linked to the geospatial record. For farms with existing paper-based records, coordinates were digitized from hand-drawn maps and verified during subsequent field visits. 504 garden records spanning 507.8 hectares across Dong Nai (407 farmers, 401 ha), Binh Thuan (97 farmers, 106.8 ha), and Lam Dong were mapped during the project.

EUDR Compliance Workflow

The system implements the following EUDR compliance workflow: (1) GPS capture of farm boundaries at the point of collection; (2) satellite imagery overlay using Sentinel-2 data to verify land use history; (3) deforestation risk assessment by overlaying farm boundaries with Global Forest Watch deforestation alerts and protected area boundaries; (4) automated compliance status assignment (compliant, non-compliant, or pending verification) based on proximity to deforestation-risk zones; and (5) compliance report generation for EUDR documentation, including farm location, area, risk assessment, and compliance determination.

Map Layers

EUDR Compliance Features

Spatial Queries

6.3 On-Demand Dashboards and Analytical Reports

Dashboard Overview

The dashboard module provides management with real-time visibility into farm operations, production trends, and EUDR compliance status. All dashboards support on-demand generation with multi-dimensional filtering by geography (province, district), farm, household, and time period (monthly, quarterly, yearly). Data is refreshed in real time as field staff submit new records via the mobile app.

Dashboard Types

Filtering Capabilities

All dashboards and reports support the following filtering dimensions:

• Geography: Filter by province (Dong Nai, Binh Thuan, Lam Dong), district, or custom geographic area
• Farm: Filter by individual farm, farm type, farm size range, or certification status
• Household: Filter by farmer demographics (age group, gender, education level), cooperative membership, or payment method
• Time Period: Custom date ranges, predefined periods (this month, last quarter, year to date), or rolling windows (last 30 days, last 12 months)
• Compliance: Filter by EUDR compliance status, deforestation risk level, or verification status

Report Types

Implementation Details

Dashboards are implemented using Chart.js for interactive charts and Leaflet for map-based visualizations. All charts support hover tooltips, click-through drill-down to detail views, and automatic resizing for mobile and desktop screens. Report generation uses server-side rendering for PDF exports and streaming for large CSV/Excel exports to handle datasets of up to 10,000+ records without timeout. Filter selections are persisted in the URL, enabling users to bookmark specific dashboard views and share them with colleagues.

6.4 User-Friendly, Scalable, Interoperable Design

The system is designed for usability, scalability, and interoperability. Key design decisions include: Vietnamese-language interface across all user-facing screens to ensure adoption by field staff and farmers with limited English proficiency; offline-first mobile PWA enabling data collection in areas with poor or no internet connectivity; role-based access control ensuring each user group (CEO, accountant, warehouse, operations, drivers, lead farmers, farmers) sees only relevant functions; responsive web design supporting desktop, tablet, and mobile viewports; and RESTful API exposing all data for future integration with ERP, CRM, accounting, or other enterprise systems.

Scalability is addressed through database indexing, table partitioning by province, auto-scaling cloud infrastructure, Redis caching for frequent queries, and CDN delivery of static assets. The system supports up to 100 concurrent users and 10,000+ farmer records without architectural changes.

6.5 Initial Functional Version

Development Phase

The initial functional system was developed during Phase 2 (13 April - 10 May 2026). The development followed an iterative approach with two-week sprints, each delivering a working increment of the system for internal review.

Included Modules

Existing Data Migration

The initial version was populated with the existing dataset of 504 farmer records sourced from the survey. Data migration involved cleaning and normalizing 71,607 missing values across 298 fields, standardizing date formats, deduplicating farmer entries, and converting paper-based GPS coordinates to structured geospatial data in PostGIS. A data quality report was generated alongside the migration to document completeness statistics by province and by data field.

Real-Time Data Input

The system enabled real-time data input from two channels: the mobile PWA for field staff collecting data at farm locations, and the web dashboard for office staff performing data entry and data management. Data submitted via either channel was immediately available for querying, dashboard display, and export, with an average end-to-end latency of under 2 seconds.

Staging Deployment

The initial version was deployed to a staging environment on 10 May 2026 on cloud infrastructure (t3.medium compute, db.t3.medium PostgreSQL). Deployment used Docker containers with GitHub Actions CI/CD for automated builds and deployments. The staging URL and admin credentials were shared with the project team for structured review and feedback collection.

6.6 Pilot Testing

Executive Summary

Pilot testing was conducted from 06 June to 30 June 2026 with 20 pilot users including field staff, operations management, and lead farmers. The pilot tested all major system functions: farmer data entry, GPS capture, photo upload, offline sync, dashboard navigation, and data export.

Key Results

Issues Found

27 issues were identified during pilot testing: 2 critical (offline sync conflict resolution, GPS coordinate validation), 5 high (map rendering performance, form validation edge cases, photo compression), 8 medium (UI improvements, data export formatting, mobile layout), and 12 low (cosmetic enhancements, feature requests). All critical and high-severity issues were resolved before final delivery.

Outcome

Overall assessment: PILOT SUCCESSFUL. The system met or exceeded all performance targets. User feedback confirmed that the offline-first design, Vietnamese interface, and hands-on training were key success factors. Recommendations for full rollout included phased farmer onboarding (50-100 per week), peer-champion support, monthly refresher training, and a dedicated support hotline.

6.7 System Refinement and Finalization

Issue Resolution

Following pilot testing (06 June - 30 June 2026), the system was refined based on structured feedback collected from 20 pilot users. All 27 identified issues were triaged by severity and addressed in a controlled refinement cycle.

Refinement Activities

• Performance optimization: Database query optimization reduced average API response time from 520ms to 350ms. Map tile caching reduced GIS layer load time from 3.2s to 1.8s.
• UI/UX improvements: Vietnamese language refinements based on user feedback; form field reordering to match field staff workflow; larger touch targets for mobile data entry.
• Data validation hardening: Additional input validation rules for GPS coordinates (accuracy threshold, duplicate detection); production record range checks; photo size and format validation.
• Offline sync reliability: Enhanced conflict resolution logic for concurrent offline edits; sync queue monitoring; retry mechanism for failed sync attempts with exponential backoff.
• Security hardening: Rate limiting on authentication endpoints; SQL injection prevention audit; XSS sanitization pass on all user-facing fields; session timeout configuration.

Finalization

After all critical and high-severity issues were resolved, the system underwent a final integration test covering all modules (farmer management, GIS mapping, dashboards, mobile data collection, data export). The final production-ready system was deployed on 30 June 2026, along with full source code, user manual, system documentation, and technical note.

6.8 Training Sessions

Two training sessions were conducted during Phase 3 (May-June 2026). In order to have fast turnaround time, the training sessions were conducted with several online, interactive sessions:

• Hands-on training on system usage, data collection, GPS capture, and dashboard navigation
• Practical exercises on mobile app usage

The training included a user manual in Vietnamese and basic technical guidance. Training attendance records are included in the Raw Materials deliverable.

6.9 Final System Delivery and Source Code

6.10 Technical Note and Recommendations

System Architecture Overview

The Trong Duc Cocoa Farm Data Management System is a cloud-based, offline-capable web application built with modern, open-source technologies. The architecture follows a three-tier pattern: a Next.js frontend (web dashboard and mobile PWA), a Node.js/Express REST API layer, and a PostgreSQL 15 + PostGIS 3.3 database. The system is deployed on cloud infrastructure and supports offline-first mobile data collection via IndexedDB with automatic synchronization.

Next Steps

• Farmer self-service portal: Enable farmers to view their own data and submit production records directly via the mobile app, reducing field staff data collection burden
• ERP integration: Connect the farm data system with accounting and procurement systems for end-to-end digital workflow from farm to export
• IoT sensor integration: Add IoT sensors for fermentation and drying monitoring to automate quality data collection at processing facilities
• Predictive analytics: Implement ML models for yield prediction, quality forecasting, and early warning for pest and disease outbreaks
• Certificate management: Extend the platform to manage GLOBALG.A.P, Naturland, and 4C certification data and audit trails

Recommendations

1. Assign a data steward within Trong Duc Cocoa to own data quality, user access management, and system oversight on an ongoing basis
2. Conduct quarterly data quality reviews using the data quality dashboard to identify and remediate completeness and accuracy gaps
3. Continue offline-first development for any future modules, as poor rural connectivity remains the primary constraint in Binh Thuan and similar areas
4. Maintain the Vietnamese-language interface as the primary UI language to ensure adoption across all user groups, including farmers with limited education
5. Plan for phased farmer onboarding (50-100 farmers per week) with peer-champion support to manage the transition from paper to digital at scale

7. Quantified Economic Impact and Value Creation

7.1 Cost Savings and Efficiency Gains

7.2 Revenue Impact from Improved Market Access

7.3 Return on Investment Analysis

The digital platform delivers significant operational efficiencies and enables new market access. Key benefits include reduced manual data entry time for field staff, elimination of report compilation effort, lower data quality overhead, reduced paper consumption, and improved coordination efficiency. On the revenue side, EUDR compliance unlocks EU market access, traceability data enables premium pricing, and digital quality tracking supports improved Grade A rates. The platform also creates strategic value through data assets that support certification compliance, carbon market participation, and sustainability reporting.

7.4 Value Creation from Digital Data Assets

The structured farmer database, GIS boundaries, production history, and compliance records create a digital asset base that supports EUDR compliance, certification audits, and buyer reporting — value that compounds as more data is collected over time.

8. Conclusions and Recommendations

8.1 Summary of Achievements

This dossier presents the complete deliverables for the Digital Transformation for Cocoa SMEs project (Contract No. 01-2026/HELVETAS-ABN), carried out by ABN Asia Company Limited for CA CAO TRONG DUC CO., LTD. Over a three-month engagement from April to June 2026, the project designed, built, deployed, and refined a comprehensive Farm and Household Data Management System that replaces paper-based workflows with digital tools across Trong Duc Cocoa's full value chain. All 17 contractual deliverables were completed on schedule. The system is live and operational, with hosting and technical support active through June 2027.

• A fully functional web dashboard and offline-first mobile PWA deployed to production, serving management, field staff, and farmers across Dong Nai, Binh Thuan, and Lam Dong provinces
• GIS-based farm boundary mapping with satellite imagery overlay and EUDR compliance checking — replacing a complete absence of spatial data with interactive mapping tools
• Real-time dashboards providing management visibility into farmer distribution (504 farmers, 507.8 ha), production trends (38.4t monthly intake), quality metrics (96% QC release), and compliance status
• Digital farmer database replacing paper records — structured demographic, production, and geographic data for 504 farmers replacing fragmented paper files and disconnected Excel sheets
• Two training sessions conducted with Vietnamese-language user manual and practical hands-on exercises
• Material annual economic impact from operational savings, market access, and quality improvements

8.2 Foundations for Future Growth

The digital platform serves as the foundation for several strategic initiatives:

• EUDR compliance: GPS mapping, farmer identification, and traceability systems provide the data backbone for full EU Deforestation Regulation compliance
• Certification readiness: Platform data architecture supports GLOBALG.A.P IFA + CoC, Naturland organic, 4C, and FSMA/FDA compliance requirements
• Carbon market participation: Verifiable data collection positions the company for Vietnam's emerging carbon market and international voluntary carbon markets
• Data-driven operations: Real-time dashboards and analytics enable proactive, data-driven operations management

8.3 Strategic Recommendations

1. Sustain the digital foundation: Maintain hosting, security updates, and technical support beyond June 2027. Appoint an internal data steward for data quality and user management
2. Complete the EUDR compliance journey: Prioritise 100% GPS polygon completion, batch-to-receipt-to-farm linkage, and EUDR due diligence documentation for every export lot
3. Pursue certification cascade: Achieve GLOBALG.A.P IFA + CoC (2027), upgrade OCOP to 5-star (2027), begin Naturland organic conversion (2027-2028)
4. Build data-driven culture: Invest in staff training, establish departmental KPI dashboards, integrate data quality monitoring into weekly management routines
5. Explore carbon and value-added opportunities: Pursue carbon finance partnerships, traceability premium pricing with EU buyers, and data-driven input supply optimisation

8.4 Closing Statement

This project demonstrates that digital transformation for agricultural SMEs in developing countries is achievable within short timeframes and modest budgets when the approach is practical, user-centred, and focused on the highest-priority pain points. The system delivered for Trong Duc Cocoa replaces paper with pixels, intuition with data, and compliance gaps with verifiable evidence. The foundations are in place for the company to become a regional leader in sustainable, traceable, and data-driven cocoa production.

Appendices

Appendix A: Contract Obligations

Contract No. 01-2026/HELVETAS-ABN (01/04/2026) between ABN Asia Company Limited (Service Provider) and Helvetas Intercooperation gGmbH (Service Buyer). All 17 contractual deliverables completed on schedule by 30 June 2026. Full source code and IP ownership transferred. Hosting and technical support active through June 2027.

Appendix B: Deliverables Completion Status

Appendix C: Timesheets and Financial Report

Project Timeline

Phase 1: Digital Transformation Plan

Period: 01 April - 12 April 2026
Working Days: ~10-12 days

Phase 2: System Design & Development

Period: 13 April - 10 May 2026
Working Days: ~20-22 days

Phase 3: Deployment, Training & Pilot Testing

Period: 11 May - 05 June 2026
Working Days: ~12-15 days

Phase 4: Refinement & Finalization

Period: 06 June - 30 June 2026
Working Days: ~10-12 days

Key Milestones

Actual Timesheet

Payment Status

Invoices

Annex 03 — Contract Value Allocation and VAT Treatment

Integral part of Consultancy Contract No. 01-2026/HELVETAS-ABN

VAT Allocation

Total Contract Value

Annex D: Survey and Assessment Instruments

The following instruments were used during the needs assessment and project implementation. Full instrument templates are included in the Raw Materials deliverable.

D.1 Farmer Household Survey

Purpose: Collect demographic, production, and farm characteristic data from cocoa farming households.
Administration: In-person by trained enumerators using mobile devices.
Duration: 45-60 minutes per farmer.
Fields collected: 298 data points across personal ID, demographics, geography, farm characteristics, production (seasonal and annual), pest/disease management, fertilizer/input usage, training participation, financial inclusion, technology access, labour hiring, and sustainability practices.
Languages: Vietnamese.
Sample: 504 farmers across Dong Nai (407), Binh Thuan (97), Lam Dong (92, estimated from pending records).

D.2 Staff Capability and Training Needs Survey

Purpose: Assess digital literacy, current tooling, training needs, and pain points in daily workflows.
Administration: Self-administered paper and digital questionnaire.
Sections: Current tool usage, time spent on data entry, pain points with paper workflows, training preferences, digital confidence levels, and open-ended suggestions.
Sample: 18 staff across operations, procurement, warehouse, accounting, sales, and management.

D.3 Management Interview Guide

Purpose: Understand strategic priorities, operational challenges, and decision-making workflows.
Administration: Semi-structured interview by project team.
Topics covered: Business objectives and growth plans, current data management practices, EUDR awareness and readiness, supply chain visibility, quality management approach, export market challenges, technology adoption appetite, and expectations from digital transformation.
Sample: 5 management interviews (CEO, Operations Manager, Accountant, Warehouse Manager, Sales Manager).

D.4 Farm Observation and GPS Verification Protocol

Purpose: Validate farmer survey data, observe farm conditions, and capture GPS coordinates of farm boundaries.
Administration: Field visit by project team with mobile GPS capture tools.
Observations recorded: GPS coordinates of farm centroid and boundary, farm condition assessment, crop health observation, shade tree presence, evidence of fermentation and drying practices, storage conditions, and access to water/roads.
Sample: 12 farm visits across all three provinces.

D.5 Cooperative and Collector Discussion Guide

Purpose: Understand supply chain dynamics, collection practices, grading processes, and farmer-company relationships.
Administration: Group discussion facilitated by project team.
Topics covered: Collection frequency and volumes, quality grading criteria, payment terms and timing, farmer communication channels, challenges with current system, expectations from digital tools.
Sample: 3 group sessions.

D.6 Factory and Facility Walkthrough Checklist

Purpose: Observe production workflows, QC processes, inventory management, and retail operations.
Areas covered: Bean intake and grading area, fermentation facility, drying area, roasting and processing lines, packaging area, warehouse/inventory, QC laboratory, and showroom/retail space.
Observations recorded: Workflow steps and bottlenecks, data recording methods (paper/digital), equipment condition, staffing, storage conditions, and traceability documentation.
Sessions: 4 walkthroughs.

D.7 Maturity Assessment Reference

Framework: Industry-standard dual-transformation assessment (77 criteria, 5-point scale).
Status: Baseline established April 2026 (see Section 5.1).
Full details: Refer to the Needs Assessment deliverable.