As supply chain collaboration systems become significant applications, some issues remains to be explored, for example, the motives for businesses to build collaborative systems, the influence of costs, the expected advantages on decision-making, the transformation triggered by supply chain collaboration, and so on. This study explores the issues with a conceptual framework on the decision and implementation of supply chain collaboration systems. By an exploratory case study of telecommunications, this paper examines six categories of key factors relevant to decision and implementation of supply chain collaboration systems: social context, organizational context, technological context, strategic position, cognition, and transformation costs. This study observes from the perspective of transformation processes and the interactions inside and among the organizations. Based on this case analysis, several propositions with managerial insights are induced, which provide the supports for further verification.