A distinguishing feature of cooperative enterprises is their adherence to distinct principles: user-ownership, user-control, and user-benefit. In terms of business processes, this uniqueness should not affect business performance, since the business process system contains virtually no asymmetric information between the entities. The purpose of this research is to evaluate the execution of business processes and to suggest a model for business process management in an apparel producers cooperative. Based on evidence gathered mostly via observation, interview, and focus group discussion with the cooperative board of directors, it is determined that the cooperative lacks a defined pattern of business process management and performance assessment. The cooperative is essentially a small auction house for trade. In a cooperative business process system, there are two types of actors: in-system entities and outer-layer entities. In this approach, the cooperative serves as the system’s center, while its members serve as both provider and consumer. Members supply as suppliers, but as customers, they need equipment, ice, fuel, daily necessities, and other requirements. A series of scenarios are presented for evaluating the cooperative performance using business process management. Additional study is required to evaluate the model’s implementation.