Introduction: In our article series “The Regionalisation of B2B Commerce is Here,” Ludvig Bergander, Strategic Account Advisor at Columbus Sweden, and his colleagues discuss five areas where regionalisation is changing how B2B businesses must think, build, and operate. "Why manufacturers need clear ownership of B2B digital commerce" is the last article in the series. 

Commerce platforms, OMS, and customer journeys all play a vital role in how manufacturers run digital commerce. But tools and processes aren’t enough. Without clear ownership, none of it works. 

Digital commerce isn’t a one-time project or an isolated sales channel. Like any core business function, it needs ongoing commitment, dedicated resources and coordinated processes to deliver results. Yet many manufacturers still struggle to answer the basic question: Who owns the digital business? 

In this article, we assess what effective ownership looks like in a regionalised B2B environment—from organisational models to leadership, KPIs and the competencies needed to succeed. 

Why ownership matters more than ever in manufacturing 

Digital commerce in B2B manufacturing spans far more than one team or department. It cuts across every function—products, pricing, logistics, sales, marketing, IT, and customer service. And as regionalisation increases, so does the complexity. 

Each market might have different assortments, contract terms, payment methods, legacy systems as well as different levels of digital maturity among customers and employees. On top of that, businesses rely on an increasing ecosystem of platforms: ERP, PIM, CMS, OMS, analytics tools and the commerce platform itself. Every integration is a potential point of failure, and each disconnected process adds friction to the customer experience. 

At the same time, customer expectations are shifting. Real-time tracking, personalised offers, and transparent delivery options are now a given. B2B buyers increasingly expect the same level of visibility and control across the entire journey: from stock availability to self-service order management. Meeting those expectations takes more than just good tech. It requires clear accountability. 

Without it, things start falling between the cracks. No one takes responsibility for improving the process end-to-end. IT waits for business to define requirements. Sales waits for marketing to drive traffic. Local teams wait for HQ to set direction, and vice versa.  

Shared ownership often means no ownership, and that’s why digital commerce needs its own leadership. Someone who understands business, technology, and customers, and can make decisions across functions, systems, and regions. In larger organisations, where digital services cover several markets, this often means distributed ownership—with each stream having a clear lead working cross-functionally. 

How manufacturers are set up today 

There’s no one-size-fits-all when it comes to organising digital commerce in manufacturing. However, we often see three common models for ownership: 

IT-led setups 

Ownership sits within the IT department. These organisations tend to be strong on platform architecture, data integration, and system stability. But the focus often leans too heavily toward technology. The digital channel risks becoming an infrastructure project instead of a business driver. Customer insight, sales impact and user experience often end up taking a back seat. 

Commercial-led setups 

Ownership is within sales, marketing or a combined commercial function. This model brings the digital channel closer to revenue targets and customer needs. It’s often more agile and business driven. But commercial teams can struggle with the operational complexity of integrations, data governance, and platform management, especially in B2B where those areas are critical. 

Dedicated digital units 

Some companies create a separate digital commerce team, often cross-functional and with its own roadmap, budget, and goals. This can drive speed, clarity and end-to-end thinking. But if this team lacks real influence across the organisation on processes, priorities or profit and less, it risks becoming isolated. The digital unit can end up “doing its own thing” – disconnected from the core business and its priorities. 

Which one should you choose? 

There’s no perfect model. Each has trade-offs. The key is not which box you draw on an organisational chart, but how clearly you define ownership and whether that ownership is backed by mandate, budget and the ability to shape the right processes across functions and regions. 

When evaluating what fits your organisation, consider: 

• Where does digital commerce sit today and what’s missing? 

• Who feels responsible for the customer experience? 

• Do you have the competence and mandate to continuously improve the digital channel? 

• Are your local markets enabled to act or waiting for direction? 

In the end, the model should reflect how your company makes decisions and creates value. And it should evolve as the business matures.  

Measuring what matters – establishing the right KPIs 

Manufacturers need clear goals and metrics for digital commerce. But in a regionalised setup, that’s easier said than done. 

Should you measure globally or locally? Should each market have its own KPIs, or should they all be aligned against one shared scoreboard? And who decides what “good” looks like: the central team or the local business unit? 

There’s no single right answer, but a few principles can guide the way: 

1. First, start from business outcomes. Not digital vanity metrics. What’s the digital channel meant to achieve? More self-service? Higher share of wallet? Increased customer lifetime value? Each of these outcomes requires a different set of KPIs. 
    
2. Second, define a common language. Even if local teams own their performance, there must be consistency in how metrics are defined and calculated. Otherwise, comparisons and learnings across regions become meaningless. For example, is a “digital order” any order placed online, or only those that go to shipping without manual input? Is “conversion” measured on session, user or company level?
3. Third, strike a balance between central and local accountability. The central team may own the development backlog and service quality, while local teams are responsible for driving user adoption and actual commercial impact in their market. Metrics should reflect this split and incentives should follow.
4. Finally, don’t just measure activity. Measure outcomes. High login rates or digital traffic might look good, but if customers still call to place orders or resolve issues, the real business impact is limited. 

In the end, your KPIs will shape behaviour. Choose them wisely. 

What good ownership in manufacturing looks like 

Successful manufacturers make digital commerce someone’s job, not everyone’s part-time responsibility. That includes: 

• A clear product owner or business leader 

• Defined responsibilities across regions, IT and business 

• A roadmap aligned to business goals 

• Decision-making power to act on insight 

They also treat digital commerce like a product, not a project. That means listening to users, making continuous improvements and balancing priorities across teams. 

Retail sets a strong precedent. Take Zara for example, that have recently begun hosting live shopping broadcasts. This initiative is part of a well-supported digital team experimenting with omnichannel formats to boost engagement and conversion. 

Strong ownership turns digital commerce into a source of long-term value, giving teams the confidence to move fast—and stay focused on outcomes. 

Competence and capability 

Ownership also means building the right competencies. That means going beyond just technical skills. It includes capabilities in digital sales and marketing, data analysis, reporting, process design, user experience, customer behaviour, and leading change. 

Most manufacturers are still underinvesting here. They have strong sales or logistics teams, but no one is responsible for the ever-increasing customer self-service experience, the digital outcomes, or the ongoing optimisation of the digital business. 

This is a leadership question 

In the end, digital commerce ownership isn’t just about roles and organisational charts. It’s a leadership question. Do you have someone or a team who: 

• Feels responsible for the digital customer journey? 

• Can prioritise across departments and regions? 

• Know what good looks like and can work towards it? 

This matters more in a regionalised world, where execution happens locally, but direction must be set globally. 

Ready to take ownership of your digital commerce? 

Digital commerce in B2B manufacturing is getting more complex and business critical. Tools like OMS and scalable platforms are important enablers, but they don’t solve the real challenge: ownership. 

Without clear leadership, goals and the right mandate, progress stalls. Gaps emerge between customer expectations and internal capabilities. Distance to customers and local business increases.  

If you’re rethinking your structure or unsure who truly owns your digital channel, we’re happy to share what we’ve seen work across industries, what to avoid, and how others are approaching it. Feel free to reach out to me or Joakim to discuss your plans. 

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