Purpose: This study aims to list the managerial implications arisen from an interaction between a brewery and a Brazilian government agency grounded in the Lean principles of value co-creation through a case study.Design/Methodology/Approach: Empirical data on the actors were collected through questionnaires with managers and documents shared as they were being filled out. Their content analysis was carried out according to Bardin (2011).Originality: This is the very first study carried out to evaluate the benefits reaped from an interaction between a brewery and a Brazilian government agency grounded in the Lean principles of value co-creation.Results: Managerial implications involved in value co-creation are elucidated in respect of agro-industrial services provided by the brewery and a Brazilian government agency. Thus, Integration Strategy, Protection mechanisms and Growth opportunity constitute key elements in networking orchestration while providing agro-industrial services.Theoretical and methodological contributions: The factors affecting information and knowledge were shared between partners for improving the brewery production chain. The concept of value co-creation allowed overcoming issues of innovation and providing the actors with better services.Management contributions: Once having identified the three basic elements of a successful cooperation, as well as managerial implications concerning the actors involved, this study assists managers and researchers in developing strategies to overcome the obstacles faced in the provision of agro-industrial services based on the Lean principles of value co-creation. Furthermore, supporting factors in making decisions towards value co-creation are exposed so as to stimulate innovation via value co-creation and network orchestration.