Organization and access
Legal entities, branches, buyers, roles, budgets, approvals, ship-to locations, and delegated administration.
Super Commerce business model
Account commerce for negotiated relationships, complex buying, and dependable self-service revenue.
Super Commerce digitizes organizations, branches, roles, catalogs, contracts, price books, quotes, approvals, POs, credit, tax, availability, repeat orders, sales assistance, fulfillment, invoicing, and account service.
Commercial and operating realities
- A buyer acts for an organization under role, budget, approval, and contract constraints
- Product, unit, pack, price, tax, credit, and delivery rules vary by account
- Complex orders require quotes, POs, partial fulfillment, invoices, and exception service
- Digital self-service must strengthen rather than bypass sales relationships
B2B Commerce capability model
Build around the rules, responsibilities, and economics of the business model.
The platform connects customer or account experience to authoritative commercial rules, enterprise systems, operator workflows, controls, and measurable outcomes.
Contract commerce
Account catalogs, customer SKUs, price lists, quantity breaks, packs, minimums, tax, credit, and terms.
Purchasing workflows
Quick order, lists, CSV, requisitions, quotes, approvals, POs, drafts, and repeat ordering.
Sales and account service
Representative access, assisted carts, negotiated exceptions, order status, invoices, returns, and account context.
Value and responsibility flow
How b2b commerce moves from demand to durable value.
Each stage has explicit business ownership, system state, service expectations, financial consequences, and recovery paths.
- 01
Establish account context
Resolve organization, buyer authority, contract, catalog, addresses, tax, and credit.
- 02
Construct a valid order
Apply units, packs, minimums, availability, price, and purchasing policy.
- 03
Approve and commit
Route buyer and seller approvals, quote exceptions, PO, and ERP acceptance.
- 04
Serve the account
Expose fulfillment, invoices, credits, service, replenishment, and sales ownership.
Enterprise system landscape
Connect the model to the systems that run the company.
System ownership, contracts, latency, failure behavior, reconciliation, security, and operator responsibility must be defined before implementation.
- ERP for contract, credit, tax, order, invoice, and financial truth
- PIM and pricing/CPQ for account product and commercial logic
- CRM for account, opportunity, representative, and service ownership
- OMS/WMS, EDI/procurement, identity, payments, and analytics
Business-model economics
Measure whether the model produces durable enterprise value.
Every measure requires an agreed definition, source, baseline, owner, target, review cadence, and guardrails.
Eligible account revenue submitted through governed self-service.
Orders accepted without manual correction.
Sales-service and operations effort per completed order.
Priority tasks completed digitally by valuable account segments.
Buying-committee decisions
Questions that should shape architecture and investment.
01
Which accounts and tasks should move to self-service first?
02
Where is authoritative contract price and eligibility resolved?
03
How will quotes, approvals, POs, credit, and exceptions work?
04
What capabilities help sales teams create more account value?
Relevant paths
Continue with a solution, use case, demo, or defined engagement.
B2B Commerce working session
Turn the business model into a controlled commerce capability roadmap.
Bring the revenue model, customer or account structure, commercial rules, operating responsibilities, current systems, constraints, and measures your leadership team trusts.