Keeping Dong Nai’s cashew capital at the top of the world

For many years, Dong Nai has been regarded as Vietnam’s “cashew capital,” playing a pivotal role in maintaining the country's position as the world’s leading cashew exporter. In an interview with Dong Nai Newspaper and Radio, Television, Chairman of the Dong Nai Cashew Association Vu Thai Son shared his views on the steps needed to ensure the sustainable development of the cashew industry and build a stronger national and international brand.

Vu Thai Son, Chairman of the Dong Nai Cashew Association and Chairman of the Board of Directors of Long Son JSC.

Vu Thai Son, Chairman of the Dong Nai Cashew Association and Chairman of the Board of Directors of Long Son JSC in Ho Chi Minh City, began his entrepreneurial journey by establishing a company specializing in cashew export consulting and brokerage services. In 2000, he founded Long Son JSC, focusing on cashew processing and exports.

Over the years, he has invested in 15 cashew-processing factories across Dong Nai, Long An, Khanh Hoa, Dak Lak, and Gia Lai, and more recently expanded operations by building a processing plant in Africa. In 2025, the company recorded export revenue of US$260 million. The factories he established currently employ thousands of workers.

A lifelong commitment to the cashew industry

• Having studied diplomacy, what led you to pursue a career in cashew processing and exports?

At 64, I have spent 35 years in the cashew industry and have witnessed its many ups and downs. My entry into the sector was quite different from that of most cashew businesses.

Most companies in the industry grew from farming areas and production activities, whereas I studied diplomacy with a specialization in English. I studied in the city before moving to the countryside and embarking on a career in agriculture.

At that time, cashew import and export activities were under state control. I worked in the marketing department and served as an interpreter for a state-owned company engaged in cashew trading. That position allowed me to interact with importers from many countries, giving me invaluable insights into the industry.

When policies became more favorable to private enterprises, I decided to start my own business in cashew exports because of financial pressures on my family. In the early years, finding customers was extremely difficult because nobody knew who I was.

Eventually, my forecasts about production and market trends proved accurate, earning the trust of buyers and paving the way for long-term partnerships. My ability to gather and analyze information became a major advantage in understanding the needs of specific customer groups.

One weakness of Vietnam’s agricultural exports is that businesses tend to sell what they have rather than what customers need. Long Son JSC took a different approach. Whenever I met a client, I always asked how they intended to use cashews. Different end uses require different product specifications and, therefore, different price levels.

Most processing plants classify a single export-grade cashew product into only one category. At Long Son, however, we offer multiple specifications within the same grade, giving customers more options.

I am also very meticulous. Whenever I visit a market or retail store, I pay close attention to how our products are displayed. If I notice anything that weakens brand visibility, I immediately adjust the packaging design to ensure our logo remains prominent regardless of how products are arranged.

• Could you share your management approach as your company expanded nationwide and entered international markets?

Most businesses in Vietnam are managed like family enterprises. I learned from Western management models and adopted ISO-based systems, establishing detailed and rigorous procedures from the outset. Whenever I identify an issue during site visits, I create new procedures to address it. As a result, I can closely monitor business operations even while working remotely. I follow the Western business philosophy that companies should stay ahead of trends and anticipate changes in the global market rather than merely reacting to them.

Chairman of the Dong Nai Cashew Association Vu Thai Son (second from left) attends a seminar on sustainable development of the cashew industry during the Dong Nai Golden Cashew Festival 2026.

Adapting to remain at the top

• How do you assess the export potential of Vietnam’s cashew industry?

In 2025, cashew exports surpassed US$5 billion for the first time, significantly exceeding expectations. This breakthrough enabled the industry to continue setting new export records. It is also clear evidence that an industry originally developed to support poverty reduction and social welfare has evolved into a multi-billion-dollar export sector, shipping products to more than 100 countries and territories worldwide. However, these impressive figures do not necessarily reflect the true economic efficiency of an industry that holds the world’s number-one position in exports.

The statistics also fail to fully capture the contribution of Dong Nai’s cashew sector because most export declarations by cashew processors in Dong Nai are filed through the Ho Chi Minh City Customs Department. By some estimates, Dong Nai accounts for as much as 85% of Vietnam’s cashew-processing output and 65-70% of global cashew export volume. Dong Nai is not only Vietnam’s cashew-processing hub but also one of the world’s major centers for cashew production and processing, with 1,416 processing and export facilities, including many engaged in deep processing.

• What are the most fundamental solutions for ensuring the sustainable development of Dong Nai’s cashew sector and Vietnam’s cashew industry as a whole?

I have emphasized this many times before: the most fundamental solution is securing a more self-sufficient supply of raw materials for processing. Currently, domestic cashew production supplies only 10–15% of the raw materials required for processing. This reality represents a significant risk because many major cashew-producing countries are now seeking to attract processing investment and reduce exports of raw nuts. The same challenge applies to Dong Nai’s cashew industry. We must find effective ways to increase cashew farmers' incomes. Only when farmers earn sustainable profits will they continue cultivating and expanding cashew plantations, thereby ensuring a stable supply of raw materials for processors and reducing dependence on imports.

According to businesses in the sector, the Dong Nai Cashew Association is one of the most active industry associations in Vietnam. It provides extensive support to processors and producers while proactively sharing information on global developments, market prices, and industry trends. The association also offers practical guidance on buying and selling prices.

• In today’s context, how important are green production and digital transformation for the cashew industry?

Demand for sustainably produced, environmentally friendly cashew products is growing by about 15%. However, transitioning to these production models is not easy for farmers. Expanding exports to demanding, high-value markets requires large-scale factories capable of meeting stringent international standards. In reality, most domestic cashew-processing facilities are small or medium-sized enterprises.

Given current challenges, many businesses remain reluctant to invest heavily because they are uncertain whether future orders will justify the cost of expansion. Profit margins in the cashew industry are relatively low, making companies cautious about upgrading facilities.

• What forms of support do cashew-processing enterprises need most?

Administrative procedures need to be simplified. Many countries that have free trade agreements (FTAs) with Vietnam require proof that exported products originate from Vietnam. Therefore, there should be a mechanism to certify the origin of cashews grown in Vietnam, particularly those produced in Dong Nai, the country's cashew capital. In addition, customs procedures, machinery import processes, phytosanitary requirements, export-import procedures, value-added tax (VAT) refund procedures, and debt-rescheduling policies for businesses facing slow sales need to be streamlined and transparent. Enterprises must also be guaranteed a stable supply of local raw materials at stable prices. At the same time, they should proactively study customer preferences and market trends to better meet the needs of international partners.

Businesses must also take the initiative to research customer preferences and market behavior to better meet the needs of international partners.

By B.Nguyen – Translated by M.Nguyet, Minho