Strategic Alliance Magazine Q1 2018 - 46

2 018 A S A P G L O B A L A L L I A N C E S U M M I T P R E V I E W

"Digital transformation is driving partnering for JDA.
It is requiring collaboration, and the marketplace is
forcing it," explains Usie, who is responsible for aligning and synchronizing end-to-end support for global
sales while driving greater efficiency and growth at
JDA Software. In-store tech and consumer insight on
merchandizing will be central to his plenary.
Founded in 1985, JDA Software Group, Inc., provides  supply chain management, manufacturing
planning, retail planning, store operations, and management solutions. Those services didn't require a lot
of partnering until recently, when digital transformation began to impact its industry. About half of JDA's
customers are in retail, the other half are in manufacturing, wholesale distribution, and transportation.
The company helps manufacturers understand what
they need to produce for the end consumer and the
various stops along the way. As a services organization, alliances were not a priority. However, the pace
of change in the past five years has resulted in more
market opportunity-and partnering with companies
such as Google, Microsoft, Intel, KPMG, IBM, EY, and
Accenture. Usie's session focuses on alliances in this
world of disruption and how JDA has had to adapt.
Digitalization is rapidly reshaping retail due to the
advancement of disruptive technologies, generational
shifts among shoppers, and formidable competition,
he summarizes. By 2025, digital commerce is expected
to grow to 70 percent of retail transactions, with 50
percent fewer malls and large stores. This will make
collaboration critical to success, resulting in the reshaping of digital commerce, synchronization of
customer touch points, and personalization of the retail experience, he adds.
When you think about how digital transformation relates to retail, there are two points to consider. Usie
says:
	In the traditional old-school retail model,
where the retailer decided what products to
buy and offer the customer, it was up to the
retailer to decide what to offer at a specific
price point. Companies such as Amazon
have reversed that model. Products have
become commoditized, which means the
consumer can purchase the products from

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STRATEGIC ALLIANCE MAGAZINE | Q1 * 2018

any marketplace. Crowd sourcing is driving
and influencing consumer preferences and
choices. Retailers need to pay attention to
that now, he says. That's the major impact it
has had on product choice.
	In the supply chain, it's the impact of buy
online and home delivery. There are new
supply chain challenges for many retail
organizations. The old "pallets and cases"
supply chain model was built to move products from distribution center to retail store.
Now suppliers need to deal with individual
items: Customers buy one of an item, not
a case, he points out. So when customers
buy online, the supplier has to break that
case apart and ship just one. That's a major
change in terms of the supply chain. Also, if
the supplier is shipping to a home, the item
spends fewer miles in transit.

2

Previous to his contributions at JDA, where he has
worked for 16 years, Usie served as vice president
of IT at Family Dollar Stores, a publicly traded mass
merchant discount retailer. He holds a B.S. in Business
Administration from Louisiana State University.

Lucinda (Cindy) Warren, vice
president business development, neuroscience, Johnson
& Johnson Innovation/Janssen
Business Development

"Alliance Management: 'To change the name and not
the letter...' " will explore the pros and cons of different alliance structures and various options for
optimizing the value of the alliance function and
manager. "Companies have been exploring different
ways of integrating the alliance function into their organizations," explains Warren about her topic choice.
"Should the alliance function be a standalone? Or is
it better incorporated in business development or the
R&D function? Johnson & Johnson has historically
had it as a standalone function but recently integrated it into business development by therapeutic area
focus," she adds.



Table of Contents for the Digital Edition of Strategic Alliance Magazine Q1 2018

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https://www.nxtbook.com/allen/stam/23-2
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