The purpose of this paper is to identify issue and solution for the joint use of sorting plant through among agricultural cooperatives. In recent years, harvest volume has been declining. So the utilization rate of the sorting plant is seems to be declining. As a solution, I would like to consider use by multiple agricultural cooperatives. In this case, the cost of organization increases as the number of users increases. Therefore, the key is to control the cost of organizing. The cost of organization includes initiatives for consensus building and technical level unification. The case study shows that cooperative's values will be important in control the cost of organization.

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This paper presents a case study on Co-op Shizenha Zigyorengo, an organization that expanded into organic produce production areas to secure organic produce. It investigates how establishing a subsidiary in a production area contributed to the stable collection and sale of organic produce, focusing on production and collection behavior, and distribution structure. The findings revealed that, alongside （1） production management by the branch office, （2） incentivizing shipments to newcomers, and （3） direct production by the own corporation, establishing a nationwide distribution network with centers in the production area facilitated organic produce procurement at stable quantities and prices throughout the year.

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