Distribution catalog
Customer assortment, manufacturer and customer SKUs, units, packs, cases, minimums, substitutes, and compatibility.
Super Commerce business model
Digital distribution for account terms, deep catalogs, repeat ordering, inventory truth, and service efficiency.
Super Commerce supports manufacturers, distributors, dealers, branches, business buyers, account assortments, negotiated pricing, availability, quotes, POs, credit, fulfillment, invoices, substitutions, and representative-assisted service.
Commercial and operating realities
- Catalogs contain customer part numbers, packs, cases, units, substitutes, and compatibility
- Availability and delivery depend on branches, warehouses, suppliers, allocations, and backorders
- Price, rebate, credit, freight, tax, and minimums differ by account
- Buyers need speed while exceptions still require sales and service judgment
Distributor 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.
Account terms
Price lists, breaks, contracts, rebates, credit, freight, tax, delivery, and branch rules.
Rapid order capture
Search, quick order, lists, CSV, templates, quotes, POs, drafts, and repeat orders.
Supply and service
Availability, allocation, backorder, split fulfillment, invoice, returns, credits, and assisted exceptions.
Value and responsibility flow
How distributor commerce moves from demand to durable value.
Each stage has explicit business ownership, system state, service expectations, financial consequences, and recovery paths.
- 01
Resolve account truth
Identify branch, buyer, contract, catalog, price, tax, credit, and ship-to.
- 02
Build the order quickly
Support part numbers, units, packs, availability, substitutes, and lists.
- 03
Validate supply and terms
Confirm allocation, freight, credit, approvals, PO, and ERP acceptance.
- 04
Operate fulfillment and service
Expose acknowledgement, shipment, backorder, invoice, return, credit, and reorder.
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 and pricing for account, contract, credit, tax, order, and invoice
- PIM/MDM for manufacturer, distributor, customer SKU, unit, and compatibility
- OMS/WMS/TMS and supplier systems for availability and fulfillment
- CRM, sales tools, EDI/procurement, service, and account 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 distributor revenue submitted digitally.
Orders accepted without pricing, product, credit, or data correction.
Time from buyer need to ERP-accepted order.
Sales and operations effort by account and order type.
Buying-committee decisions
Questions that should shape architecture and investment.
01
Which account segments and order types are suitable for initial self-service?
02
Where are price and availability answered authoritatively?
03
How are substitutes, backorders, allocations, freight, and credit handled?
04
Which tasks should remain sales-assisted and why?
Relevant paths
Continue with a solution, use case, demo, or defined engagement.
Distributor 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.