“The motorcycle business is very specific and highly seasonal. Nadii understood those specifics — and, more importantly, what they mean financially. That made a real difference and helped us save a significant amount of money.”
A nationwide multibrand sales and service network for premium motorcycles and scooters, combining physical dealerships with e-commerce and a broad portfolio of motorcycles, spare parts, accessories and seasonal products.
In the first season managed by Nadii, Liberty Motors was the only distributor with key customer-critical oils available in stock at peak season. This gave the business a powerful commercial position — while total inventory was reduced by more than 20%.
How Liberty Motors improves availability while reducing inventory by letting Nadii adapt every decision to the economics of the season
When the first warm and sunny days arrive, motorcyclists want to get back on the road immediately. For Liberty Motors, this creates a very strong seasonal increase in demand — and the whole supply chain is hit at the same time. Suppliers also face their seasonal peak, lead times become less reliable, deliveries can be delayed, and customers are often not prepared to wait. During the season, availability is therefore critical.
This became very clear in the first season managed by Nadii. At the peak of the season, Liberty Motors was the only distributor with key customer-critical oils available in stock. This gave the business a powerful commercial position — and importantly, it was not achieved by simply increasing inventory. Over the same period, Nadii helped reduce total inventory by more than 20%.
But once the season starts coming to an end, the problem changes completely. Spare parts may still be sold the following year, but in the meantime they freeze cash for several months. Fashion and seasonal products are even more sensitive: what remains in stock can quickly lose value and require significant discounts. The difficult question is therefore not simply how to maximise availability or minimise stock. It is how much risk to take on each product, at each moment of the season, depending on its margin, criticality, demand uncertainty and the cost of being wrong.
This is where Nadii’s cost-based and GMROI approach makes a real difference. The cost of a stockout and the cost of an overstock are not the same for every product, and they are not the same throughout the year. Nadii continuously adapts its decisions to these changing business consequences.
1. Supply forecasts take supplier uncertainty into account
During the seasonal peak, suppliers can become less reliable precisely when Liberty Motors needs them most. Some suppliers struggle with the same demand surge, while overseas suppliers can also be exposed to long lead times, transport disruptions or geopolitical and natural events.
Nadii does not assume that lead time is fixed. It analyses how each supplier really behaves: actual lead times, delays, partial deliveries and service levels. This uncertainty is then included directly in replenishment decisions. When additional protection is justified, Nadii increases it. When the risk is acceptable, it avoids adding inventory simply “just in case”.
2. Inventory coverage changes with the economics of the season
At the beginning of the season, it can make sense to carry more stock for important products, fast movers or products with high demand or supply uncertainty. Even if demand ends up below the upper forecast range, there is still time for the stock to sell during the season.
But this does not mean protecting every SKU in the same way. For replacement products, less critical references or low-margin products, Nadii may accept more risk and keep lower coverage because the cost of a possible stockout is lower than the cost of holding too much inventory.
As the end of the season approaches, the situation changes automatically. The cost of an overstock becomes much higher because the product may stay in stock for several months, and for fashion products may also require markdowns. Nadii progressively reduces ordering levels as this risk increases. There is no need to manually change the rules for thousands of products — the decision changes because the business consequence changes.
3. Retail and e-commerce are managed separately, but within one stock logic
The same product can behave very differently depending on the channel. Demand in a physical store is local, while e-commerce demand is more centralised and can draw from a wider stock pool. Treating both with one average forecast or one common stock rule easily creates the wrong allocation.
Nadii forecasts demand and manages inventory by SKU, location and channel. It can therefore keep the right level of stock in the stores while protecting inventory needed for e-commerce, and adapt priorities when stock becomes scarce. The objective is not to give one channel priority by default, but to allocate inventory where it brings the best business result considering availability, margin and the cost of moving or holding stock.
4. Stockouts no longer create lower forecasts year after year
The previous system did not automatically correct sales history for stockouts. This created a simple but costly loop: a product was missing at the beginning of the season, so sales were artificially low. The following year, the forecast was based on those low sales and again underestimated the real demand. The same product could therefore stock out again for exactly the same reason.
Nadii corrects this by construction. When a product was unavailable, the system does not simply interpret the low sales as low demand. Stockouts and abnormal sales histories are identified before forecasting, so the next season is based on a much more realistic picture of what customers actually wanted to buy.
5. Stock is continuously balanced across the network — and movements are planned before the peak hits operations
In a seasonal business, having the right total inventory is not enough. The stock also needs to be in the right place at the right time. One store can start running short while another still has too much stock, and waiting until the shortage appears is often too late.
Nadii continuously balances inventory between the central warehouse, points of sale and channels. It can automatically propose — or automate — movements from the warehouse to stores and between locations, taking into account expected local demand, current stock, the role of each channel and the stage of the season.
This becomes particularly important before and during the seasonal peak. If Nadii knows that stores will need additional stock in the coming days, it does not have to wait until every location becomes urgent at the same time. Part of the stock can be moved earlier, when warehouse capacity is still available. This helps level picking and shipping workload, reduces operational peaks in the central warehouse and avoids having too many urgent replenishment requests arrive together.
Later in the season, the same logic works in the opposite direction. Nadii can reduce replenishment to locations where demand is slowing down, avoid pushing unnecessary inventory into the stores and rebalance stock toward locations or channels where it still has a better chance of selling.
The result is not simply less stock. Liberty Motors can invest more inventory where it really protects sales during the season, move it earlier to where it will be needed, and reduce exposure quickly when the selling window starts to close — improving availability while keeping much less cash frozen in inventory.
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Nadii managed to be powerful, complete and evolutive, while staying practical for everyday decision-making.
The motorcycle business is very specific and highly seasonal. Nadii understood those specifics — and, more importantly, what they mean financially. That made a real difference and helped us save a significant amount of money.
Availability was a challenge for us, but not at any cost. We needed a system that understood how our business really works, while remaining transparent and controllable. The goal was not simply better availability — it was better profitability.
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