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# Maya Sells to eComm Inc. Maya Also Sells Through eComm Inc.
- URL: https://abundance.alloconomy.com/alloconomy/commerce-who-is-selling-to-whom/
- Published: 2026-10-19T07:33:50.000Z
- Updated: 2026-10-22T22:20:13.000Z
- Description: Retail vendors, marketplace sellers, custody and direct fulfillment.
- Author: Sathya Narayanan
- Tags: Alloconomy, Supply Chain, Commerce, Behind the Buy Button, #series-detail, #Import 2026-10-18 23:22

Supply Chain · Sixteen essays

Behind the Buy Button

Complete reading path · You are in Part 2 of 16
1. Part 1 [I Bought a Book. What Had to Be Promised First?](https://abundance.alloconomy.com/alloconomy/behind-the-buy-button/) The cast, the cheat sheet, and the whole commercial system.
2. Part 2 **Maya Sells to eComm Inc. Maya Also Sells Through eComm Inc.**Current essay Retail vendors, marketplace sellers, custody and direct fulfillment.
3. Part 3 [The Purchase Order Begins Before the Purchase Order](https://abundance.alloconomy.com/alloconomy/commerce-before-the-purchase-order/) Need, supplier identity, sourcing, approval and changing commitments.
4. Part 4 [Sent, Received, Accepted: Three Different Claims](https://abundance.alloconomy.com/alloconomy/commerce-sent-received-accepted/) Order lines, shipment assertions, receipt evidence and message status.
5. Part 5 [The $140 Disagreement Inside One Invoice](https://abundance.alloconomy.com/alloconomy/commerce-the-140-dollar-disagreement/) Two-, three- and four-way matching, disputes and settlement.
6. Part 6 [The Price After the Price](https://abundance.alloconomy.com/alloconomy/commerce-the-price-after-the-price/) Rebates, credits, working capital and realized supplier economics.
7. Part 7 [How Do You Receive an Hour of Work?](https://abundance.alloconomy.com/alloconomy/commerce-how-do-you-receive-an-hour/) Labor, maintenance and professional services need their own evidence.
8. Part 8 [Software Is a Promise Over Time](https://abundance.alloconomy.com/alloconomy/commerce-software-is-a-promise-over-time/) Access, usage, licenses, digital rights and renewal decisions.
9. Part 9 [A Printing Machine Is Not Yet Printing Capacity](https://abundance.alloconomy.com/alloconomy/commerce-a-machine-is-not-yet-capacity/) Manufacturing plans, advances, assets and readiness for use.
10. Part 10 [When the Project Changes, What Exactly Changed?](https://abundance.alloconomy.com/alloconomy/commerce-when-the-project-changes/) Scope, RFIs, approved changes, progress claims and retention.
11. Part 11 [Buying Power, Renting Space, Committing Time](https://abundance.alloconomy.com/alloconomy/commerce-power-space-and-time/) Electricity, financial energy settlements and leases.
12. Part 12 [Now eComm Inc Is the Seller](https://abundance.alloconomy.com/alloconomy/commerce-the-platform-becomes-the-seller/) Business purchasing, cloud billing and marketplace collection.
13. Part 13 [One Transaction, Several Accounting Clocks](https://abundance.alloconomy.com/alloconomy/commerce-one-transaction-several-clocks/) Commitments, accruals, cash, assets and financial-statement scale.
14. Part 14 [A System That Can Remember Why](https://abundance.alloconomy.com/alloconomy/commerce-a-system-that-remembers/) Linking documents, quantities, time, corrections and independent evidence.
15. Part 15 [Safety Before Speed: What a Green Tick Cannot Approve](https://abundance.alloconomy.com/alloconomy/commerce-safety-before-speed/) Payment authority, supplier changes, duplicates, incentives and AI limits.
16. Part 16 [Follow the Promises Back to My Book](https://abundance.alloconomy.com/alloconomy/commerce-follow-the-promises-home/) A worked capstone and the bridge to the inbound and outbound series.

**Illustrative examples. Public sources. Personal views.**

I am Sathya Narayanan, writing in a personal capacity as I learn in public. The views, interpretations and teaching models are my own; they do not represent my employer or any other organization and carry no employer approval or endorsement. No confidential, proprietary or nonpublic employer information is used. Factual background comes only from publicly available sources. Maya of Stories Inc, the book vendor; Mayan of Sapiens Inc, the printing-machine supplier; and eComm Inc, the ecommerce company, are fictional teaching characters and companies. I appear as the customer in imagined scenes, not as a report of my actual purchases. These scenes do not describe any real company or its internal systems. The cases are separate teaching examples, not one continuous ledger. Scenario amounts, rates, terms and policies are illustrative assumptions unless expressly identified as dated public facts. Actual contracts, regulations, operations and economics require case-by-case analysis.

**Visual guide: the steps and the records they create**

[Open the buying and selling graph and quick definitions →](https://abundance.alloconomy.com/alloconomy/behind-the-buy-button/#buyer-seller-construct-map) See the industry names for PO, sales order, ASN, receipt, invoice and payment, with the steps that create or update each record.

Companion maps: [Inbound receiving](https://abundance.alloconomy.com/alloconomy/before-the-shelf/#buyer-seller-construct-map) · [Customer fulfillment](https://abundance.alloconomy.com/alloconomy/from-click-to-doorstep/#customer-fulfillment-construct-map)

*Part 2 of 16 · Behind the Buy Button*

## I turn the book over and read the seller's name

In our imagined purchase, I find Maya's name inside the book and eComm Inc's name on the website. Neither observation alone tells me who sold the book to me. Before following an invoice, I need to choose the commercial relationship.

Maya can participate in three different arrangements. These are alternatives for a particular sale, not three successive sales of the same copy.

[![Part 2: books & marketplace. Possession does not, by itself, establish ownership. Fictional teaching model.](https://storage.ghost.io/c/f5/a9/f5a9f801-5a10-44d6-b07c-6658660be1a9/content/images/behind-the-buy-button/figures/part-02.png)](https://storage.ghost.io/c/f5/a9/f5a9f801-5a10-44d6-b07c-6658660be1a9/content/images/behind-the-buy-button/figures/part-02.png?ref=abundance.alloconomy.com)

The same book can have different sellers. WHOLESALE — Maya → eComm Inc → Sathya — Two commercial sales; MARKETPLACE — Maya → Sathya — eComm Inc provides contracted services; DIRECT FULFILLMENT — Maya ships to Sathya — The retail buying relationship remains. Three alternative arrangements. Never count the same copy in all three. Fictional example; see the nearby table and prose for an accessible explanation.  
[View the full-size diagram →](https://storage.ghost.io/c/f5/a9/f5a9f801-5a10-44d6-b07c-6658660be1a9/content/images/behind-the-buy-button/figures/part-02.png?ref=abundance.alloconomy.com)

## The relationship cheat sheet

| Arrangement               | Who buys Maya's book?       | Who sells to Sathya Narayanan? | Separate service role                           |
| ------------------------- | --------------------------- | ------------------------------ | ----------------------------------------------- |
| Retail wholesale          | eComm Inc's retail business | eComm Inc's retail business    | Storage and delivery may involve other parties  |
| Marketplace               | Sathya Narayanan            | Stories Inc.                   | eComm Inc supplies contracted platform services |
| Retail direct fulfillment | eComm Inc's retail business | eComm Inc's retail business    | Maya ships directly to Sathya Narayanan         |

The arrows in this table describe commercial relationships. They are not a warehouse routing plan. Exact transfer of title, control and risk needs the contract; none follows automatically from the address on a shipping label.

## Selling to eComm Inc

In the wholesale version, Maya sells one book to eComm Inc for an assumed $20\. eComm Inc sells that copy to me for $30\. Maya's customer for the wholesale sale is eComm Inc; eComm Inc's customer for the retail sale is me.

The $10 difference is an initial merchandise spread. It has not yet paid for operating costs, payment handling, returns or other obligations. If we call it profit immediately, we have skipped the work of understanding the business.

Maya may record eComm Inc's purchase order inside her own sales-order system. The two identifiers can refer to the same agreement from different sides. Calling the relationship “intercompany” would be misleading if the two businesses are independent; that term is normally reserved for entities within a group.

## Selling through eComm Inc

Now change the arrangement. Maya sells to me for $30 through eComm Inc's marketplace. For this example only, assume the platform deducts $3 for marketplace services and $4 for fulfillment, with no tax, reserve, refund or other deduction.

**Illustrative seller payout = $30 customer collection − $3 platform charge − $4 fulfillment charge = $23.**

The $23 is not Maya's revenue definition or profit calculation. It is the cash remittance in this simplified example. If her production cost was $12, she has $11 left after the specified costs, before overhead and all costs we excluded. These fees are invented teaching assumptions, not an Amazon fee schedule.

If eComm Inc stores the book, it has custody. We have not thereby established that it owns the inventory. Amazon's [2025 Form 10-K, inventory policy](https://www.sec.gov/Archives/edgar/data/1018724/000101872426000004/amzn-20251231.htm?ref=abundance.alloconomy.com) provides a specific public example: third-party sellers retain ownership of their FBA inventory, which is excluded from Amazon's inventories. We should preserve that distinction without extending it to every possible arrangement.

## Shipping directly does not decide the seller

In the third version, Maya ships straight to my address while the commercial arrangement remains Maya-to-eComm Inc-to-Sathya Narayanan. Amazon's [Direct Fulfillment Orders](https://developer-docs.amazon/sp-api/docs/vendor-direct-fulfillment-orders-api?ref=abundance.alloconomy.com) and [Payments](https://developer-docs.amazon/sp-api/docs/vendor-direct-fulfillment-payments-api?ref=abundance.alloconomy.com) documentation separately describe vendor orders, acknowledgements and invoice submission.

This evidence supports a vendor relationship even when the platform's warehouse is absent from the route. It does not tell us that delivery to me is universally the vendor's payment trigger. That question depends on the applicable terms.

I find this reversal useful: a platform can possess goods it does not own, and it can buy goods that never pass through its own warehouse. The physical picture is insufficient in both directions.

## Who benefits from getting the roles right?

Maya should compare these arrangements using the whole contract: price, service charges, inventory exposure, returns, payment timing and dispute responsibility. The marketplace payout can look larger than a wholesale price while leaving her with more work and risk. The higher number alone does not choose the better route.

eComm Inc's teams need the correct relationship before interpreting a receiving event or a customer refund. An investor needs the same discipline before comparing merchandise sales with platform service revenue. Transaction value passing through a platform is not automatically that platform's revenue.

For me, the practical first step is modest: inspect the seller and fulfillment information before assuming who made which promise. If the wrong edition arrives, I want to identify the relevant obligation without relying only on the most prominent logo.

The next essay moves one step earlier. How does eComm Inc turn a need into an authorized order to Maya?

## Continue the series

Previous: [I Bought a Book. What Had to Be Promised First?](https://abundance.alloconomy.com/alloconomy/behind-the-buy-button/). Next: [The Purchase Order Begins Before the Purchase Order](https://abundance.alloconomy.com/alloconomy/commerce-before-the-purchase-order/). Return to [the introduction and cheat sheet](https://abundance.alloconomy.com/alloconomy/behind-the-buy-button/).

*Evidence and method: public references were checked on October 18, 2026\. The fictional scenarios, proposed controls and design conclusions are learning models, not claims about a real employer. Reported financial figures retain their stated measurement dates.*