Examples of IODSSs Categorized on Target Users

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Another useful way to study IODSSs is by examining the relationship of target users with the focal organization. In this section, we look at some additional examples of IODSSs that focus primarily on customers or suppliers.

Customer-focused IODSSs

Many of the examples of IODSSs in Table 1 are customer focused. For example NEC Leasing is targeting its dealer customers. Deltek, Artesyn Technologies, and BF Goodrich are targeting clients. Additionally, many Web sites have decision support for customers. Microsoft Carpoint at URL http:// carpoint.msn.com demonstrates both data-driven and model-driven DSSs. Users can use a “Compare” feature to make pair-wise comparisons of car models across prespecified attributes.

Table 1: Examples of inter-organizational decision support systems

Type of IODSS	Focal Organization and Purpose		Target Users
Communicationdriven	NEC Leasing Services (03/22/01): Credit decisioning and workflow management		Dealers
	Deltek Systems (02/27/01): Web-based interactive client support for diagnosis and problem solving		Clients
Data-driven	Anderson Clayton Corp. (Vollmer, 2002): Provides realtime access to all relevant data and reports to support decision making		Cotton growers
	H-E-B Grocery		Suppliers
	Collaborative	Planning, Forecasting and Replenishment
	(CPFR)
Documentdriven	Florida Hospital (02/11/03): Provides documents and images for medical decision making		Physicians
	BF Goodrich (Documentum Staff, 2003): AirFLOW system supports nonroutine aircraft maintenance		Internal and customers
Knowledgedriven	Canon U.S.A (05/20/02): Deploys technical service and operating details of its electronic products		Licensed dealers
	DRUGFACTS.com (03/23/01): Assists in identification of causes of abnormal lab results		Medical professionals
Model-driven	Artesyn Technologies (Power, 2000): Virtual design tools provide customers its power supply products with technical decision support		Customers
	Ironmax, Inc. (03/01/01): Selling subscriptions to its Custom Cost Evaluator (CCE) tool to the construction equipment industry		Equipment managers

Retirement and investment planning is facilitated at a number of Web sites. Also, many 401(k) plans are supported by Web sites. Plan participants and sponsors do the work of entering data, transferring investments, and researching investments. Model-driven DSSs can show how an investment may grow over time; and knowledge-driven DSSs provide advice. Some sites with DSSs include that of Fidelity Investment (http://www.401k.com), Principal Financial group (http:/ /www.principal.com), and American Express (http://www.americanexpress.com ). The Fidelity “Retirement Planning Calculator” is a model-driven DSS that helps a person decide how much to invest for retirement each month. Principal Financial has an “Investor Profile Quiz” that is a knowledge-driven DSS.

Netscape Decision Guides are good examples of model-driven and knowledge- driven IODSSs. One can find more than 25 Decision Guides at Netscape’s site (http://home.netscape.com/decisionguides). Topics of guides include choosing pets, bikes, and business schools.

Stockfinder (http://www.stockpoint.com) has a data-driven DSS that helps investors identify stocks based on criteria like price, earnings, and type of industry. Stockpoint also has an investment profile knowledge-driven DSS. A user answers a short questionnaire about income constraints, personal financial goals, and risk tolerance. The DSS processes the responses and provides a list of possible investments that match the person’s personal goals and budget constraints. A number of investment Web sites provide their users with DSS capabilities. Document-driven DSSs provide company information from many sources; charting software lets users manipulate financial comparisons of large time series databases; and search and agent software alerts users to news, stock prices, and changes in stock prices.

Supplier-focused IODSSs

Table 2 also identifies supplier-focused examples including Anderson Clayton and H-E-B Grocery. CPFR (2003) is a concept that allows collaborative processes across the supply chain, using a set of process and technology models that are open, secure, flexible, extensible, and support a broad set of requirements. CPFR is not widely adopted throughout the industry, but there are many pilot implementations in progress, and they have been very encouraging. For more information on CPFR, please visit www.cpfr.org. These pilots have shown an increase in sales, reduced inventories, and improved production forecasting accuracy (Heineken USA, 1995; Nabisco, 1998). CPFR allows retailers like Wal-Mart and vendors (e.g., Lucent or Sara Lee) to share information regarding events (i.e., promotions, store openings, etc.) impacting forecasts and communicate/resolve variances within item level forecasts. According to JD Edwards (2003, p. 1):

An effective CPFR program is a win–win option. Because supply chain partner trading relations are placed at the center of the decision-making process, CPFR provides numerous competitive advantages. Manufacturers who have invested in CPFR quickly realize increased product availability, reduced inventory, and strengthened business partnerships. In addition, CPFR can often be accomplished with minimum change to existing business processes using Internet-based technologies.

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