As AI has developed and much discussion has ensued, local enterprises have been transforming the way they approach customers and operate their business.

Catching up with global standards

At the session on “How has the innovation engine transformed the biggest brands in Vietnam?” within the Innovation Sector Forums at InnoEx 2025, Mr. Le Duy Hiep, CEO of the Transimex Corporation, offered a sweeping perspective: “Logistics touches almost every industry. Today, new technologies and AI are already transforming logistics management, warehousing, cold-chain services, transportation, port operations, and inter-regional networks. Every link in the chain now has a role for AI and digitalization.”

He emphasized that modernizing Vietnam’s logistics sector requires two essentials working in tandem: upgraded infrastructure, and companies willing to invest boldly in advanced technology and modern operating standards. But the bigger risk, he warned, is chasing technology for its own sake. “Before shopping for AI or any new system, you have to define the business opportunity and ROI (return on investment),” he told the session. “Strategy and ROI come before technology; that’s how Transimex approaches it.”

Its own growth journey illustrates that philosophy. In its early days, Transimex focused on import–export forwarding services amid a tough business climate. After 2000, it moved into specialization, investing heavily in logistics centers and sector-specific assets. Post-Covid, it pivoted fully into digitalization and green logistics, establishing itself as one of Ho Chi Minh City’s leading providers. “For us, ROI is a matter of survival, and it’s not just about money,” Mr. Hiep said.

In recent years, Transimex has introduced a range of smart and green solutions with striking results. Rooftop solar panels now cover some ten warehouses and factories, lowering power costs while cutting carbon emissions. The next step is a battery energy storage system (BESS) to store daytime solar power for nighttime use, ensuring smooth 24/7 operations. The company is also electrifying its fleet and cargo-handling equipment while digitizing and standardizing its processes.

At the core of its transformation is digitalization: paperless workflows, real-time scheduling, and in-house information technology (IT) systems that keep technology control in its own hands. “The results so far have been very good,” Mr. Hiep said.

Concerns about automation displacing workers are real, but Transimex’s experience points in another direction. “Last year, we introduced robots into our warehouse - the first in the domestic warehousing sector,” he continued. “It was a major investment using European technology. The site spans 2.8 ha, with capacity for about 60,000 pallets. Automation isn’t about cutting jobs, it’s about reducing heavy labor, improving safety, and raising productivity. Jobs are shifting to control rooms, maintenance, and data analysis. We retrain people, we don’t leave them behind.”

Reinventing for the everyday

Originally a confectionery manufacturer, KIDO shifted its focus after restructuring towards everyday consumer products: steamed buns, breakfast items, ready meals, cooking oil, and sauces. “While confectionery is seasonal - think Lunar New Year or the Mid-Autumn Festival - today our products meet daily needs,” said Mr. Tran Le Nguyen, Co-Founder, Vice Chairman, and CEO of the KIDO Group.

The driving force behind this fundamental shift in product strategy and market approach was the need to meet the tastes of a new generation of consumers such as Gen Z and Gen Alpha. With AI applications, the transformation extends beyond products to revolutionize distribution coverage. Confectionery once had about 120,000 sales points. Today, KIDO’s consumer food products reach around 500,000 outlets nationwide. “With AI, online platforms, and media, this network will expand even faster,” Mr. Nguyen explained.

The turning point came in 2010, with KIDO’s bold decision to sell off its confectionery division. Now the company is expanding products across ASEAN and China, diversifying the KIDO ecosystem, and leveraging digital commerce to scale both domestically and in exports.

Looking ahead, Mr. Nguyen underlined the group’s long-term vision: to continue developing products, but KIDO is moving towards becoming “more AI-driven” - delivering both health and joy. “That’s our long-game spirit,” he said.

Powering the future

From consumer goods to clean energy, the drive to innovate is reshaping every corner of Vietnam’s economy. Mr. Pham Quoc Bao, Chairman of the Board of Members at the Ho Chi Minh City Power Corporation (EVN HCMC), offered an optimistic outlook. “Within the region, Vietnam is a bright spot for renewable energy,” he said. “Under the revised plan, between 2035 and 2040 we will sharply increase the share of renewables, moving towards our 2050 carbon neutrality goal.”

In Ho Chi Minh City in particular, renewable energy development has already made remarkable progress. “At EVN HCMC, after July 1, when we took over neighboring provinces such as Binh Duong and Ba Ria-Vung Tau, the share of renewables in the region reached nearly 24 per cent,” he continued. “With new mechanisms and projects prepared for peak demand, by 2030-2035 the city will have a strong foundation to achieve its ambitious targets.”

A key technology solution under development is large-scale energy storage. “We are planning a 200 MW BESS by 2030, with a 10 MW pilot already in preparation,” Mr. Bao explained. “This will help balance loads and maximize renewable use.”

One of the greatest challenges for State-owned enterprises (SOEs) like EVN (Vietnam Electricity) is shifting its corporate culture to adapt to a new era. “EVN has a huge workforce,” he went on. “Every year we see nearly 1,000 initiatives. In 2023, we established an Innovation Council to turn ideas into inventions and solutions. The hardest part is policy, building mechanisms that allow for bold technology investment, but we are working to resolve this.”

Equally important is EVN HCMC’s recognition of the value of data. “We serve more than 4 million customers. Data is treated as an asset, and we have invested in a dedicated data center. Our X4T Data Center has been in operation since 2021, and we are now expanding it to accelerate digital transformation, innovation, and green growth.”

From 24/7 livestreaming as a new gateway to customer engagement, to major players like Transimex, KIDO, and EVN HCMC embracing technology-driven transformation, it is clear that a wave of innovation is sweeping across industries of all types.

Yet despite the positive results, the adoption of new technologies often meets natural resistance from employees worried about being displaced by AI or automation. Drawing on real-world experience, Mr. Hiep emphasized the importance of leadership clarity. “The most important thing is vision,” he said. “Leadership must be clear and consistent.” Internal communication and standardization are also critical: “You must explain in a way that every department understands the purpose of innovation.”

Equally, he stressed the power of proof. “Choose a few key points, run excellent pilots, and showcase real results,” is his advice. At the same time, he warned against “burning money” by chasing trends. “The sequence should be standardization, then digitalization, then AI,” he believes. “You must measure, you must standardize data and processes, and only then bring in AI.”

Ultimately, automation is not about replacing people but enhancing their roles, and retraining the workforce is an essential step in any transformation. Above all, the core message from successful businesses remains the same: don’t buy technology before you have a strategy. Choose the right solution, at the right time, in the right context; that’s how innovation becomes sustainable and long-lasting.