Wholesale

Demand from B2B, e-commerce and marketplaces behaves differently from orders placed by key accounts such as Amazon or retail chains. Mix all of these signals together and the result is often channel conflict, cannibalized sales and constant firefighting.

Nadii separates these demand streams and manages each according to its own logic. It builds forecasts and replenishment policies per channel and per strategic customer, with dedicated SLA parameters, shipping deadlines and priorities. Inventory is reserved intelligently, so stock committed to a contract does not disappear into e-commerce — and vice versa.

Our AI models — developed by ML specialists who hold Kaggle Grandmaster titles — learn how specific drivers affect demand, including weather, price and delivery cost, promotions and discounts, product-list position, reviews and competitor activity. The models improve automatically over time, allowing forecasts and decisions to adapt as conditions change. When shortage risk appears, Nadii weighs margin, penalties for failing to meet commitments and the risk of losing the customer, then selects the best allocation. Where forecasting adds little value — for example with frequent deliveries, small MOQs and highly reliable supply — Nadii can switch to on-demand mode. If conditions change, such as longer lead times or higher penalties, the system can automatically move to a forecasting or hybrid approach.

What you gain:

• stable service for key customers without starving other channels,
• less manual intervention because channels no longer compete for the same stock,
• higher-margin, more confident decisions supported by AI forecasts that learn and improve over time,
• more precise allocation.

In wholesale, one SKU is not the same as another. Alongside strategic items, there are substitutes, shelf-life-sensitive products, kits and private labels. Nadii structures this complexity from portfolio level down to the individual SKU. For every SKU in every location, it maintains a status — for example active, sell-through, order-on-demand or discontinued — synchronized with the ERP or managed independently. Reporting and inventory movements can then be analyzed by status. In parallel, the system manages the product lifecycle: ramp-up for new products, in-season availability and controlled ramp-down, automatically adapting ordering policies and reporting.

For shelf-life-sensitive items, Nadii signals risk early, proposes transfers instead of disposal and, where economically justified, controlled markdowns. For substitutes, it protects service without duplicating inventory. For kits and sets, it connects demand for the finished kit with demand for its components so one missing item does not block sales, and it can support simple assembly or picking. Private labels can have their own availability targets and stock policies, while reports show the cost of keeping each item in the assortment — capital plus excess risk — and its effect on margin.

What you gain:

• Less dead stock and fewer expiries — earlier warnings, the right final-order date and transfers instead of disposal.
• More sales without bottlenecks — substitutes maintain service and kits are less likely to stop because of one missing component.
• Capital works where it earns — location-level statuses and the cost of carrying an item support conscious assortment decisions and the right depth of stock.
• Higher availability for strategic products — clear priorities for key SKUs and private labels.
• Less manual work and more predictability — statuses and lifecycles are managed systematically, with alerts only where intervention adds value.

Purchasing budgets, target inventory levels — in value or weeks of coverage — expected cash flow and customer priorities can easily drift apart across thousands of daily decisions: how much to order, when and from where, what to reserve for whom, and which deliveries to accelerate. Nadii connects these decisions into one coherent process. At management level, you define the policy: budget limits and inventory caps globally and by category or private label, availability targets, channel and customer priorities, presentation-stock rules and policies for shelf-life-sensitive items.

To set better targets and plan resources, the Digital Twin can simulate warehouse workload and show the optimal balance between inventory, availability, Smart Buying and operating costs, including the effect of specific limits on P&L. Behind the scenes, Nadii's cost-probabilistic engine translates those targets into micro-decisions. Every purchasing and allocation proposal weighs shortage risk — lost margin, penalties for failing to meet commitments and customer-loss risk — against the cost of excess inventory, including capital, expiry risk, storage and transport.

You can apply hard limits, soft targets or a hybrid approach — for example, a hard company-wide inventory cap with exceptions for strategic categories or campaigns. Nadii recalculates the optimum every day, and more often where necessary, automatically adapting decisions when demand, lead times, prices, exchange rates or the promotion calendar change. Its reporting explains the drivers behind the result: how much of P&L and inventory comes from forecasting, Smart Buying, supplier delays, capacity constraints or presentation requirements — including cases where a higher stock level is economically justified because it protects a planogram, campaign or delivery commitment.

What you gain:

• less of the yo-yo effect between availability and inventory because micro-decisions remain aligned with management and sales targets,
• budget limits enforced automatically while selecting the best mix of margin, risk and service,
• a more predictable impact on P&L because you can see in advance how decisions affect the result,
• explicit trade-offs — for example the cost of an extra 1% of availability or another week of coverage,
• transparency and accountability through one source of truth and a complete decision trail,
• less manual adjustment at month-end because financial and operational targets are managed continuously.

In wholesale, B2B and sales teams, e-commerce, purchasing, logistics and finance naturally look at performance from different angles because each team owns a different part of the outcome. This creates different priorities and parallel reports, making it easy to lose sight of what matters operationally today.

Nadii brings this together in one clear dashboard — not a flood of data, but shared KPIs, a concrete action list and progress tracking over time. The system explains the drivers behind performance: forecast error versus on-demand mode, purchasing decisions such as Smart Buying, supplier delays and On Time In Full performance, warehouse and transport constraints, and CFO limits on budget and inventory. Every recommendation has a cost rationale — lost margin versus excess-inventory cost, transport and operating cost, or penalty risk for key customers — together with a complete audit trail showing who changed what, when and why.

Data and decisions can flow automatically to BI or a Data Lake. Roles and permissions ensure that management sees the macro picture, key-account managers see their customers, purchasing sees supplier performance, and operations receive specific tasks and only the alerts that genuinely require intervention.

What you gain:

• one source of truth for B2B, e-commerce and sales, with shared KPIs for service, weeks of coverage, OTIF, inventory, cost-to-serve and margin by customer or channel,
• fewer parallel reports: one clear dashboard and action list with progress tracking,
• faster decisions and fewer disputes because everyone works from the same facts and cost logic,
• better alignment with finance: budgets and inventory limits are reflected in daily decisions, with visible trade-offs such as +1% availability versus another week of coverage,
• lower risk with key accounts through transparent SLAs, early warning of threats and penalties, and a clear rationale for allocation decisions,
• compliance and control through complete change tracking and automated reporting for C-level, managers and operations.