The technological risk is shown as selecting type mistake of the software and the system supplier ' s choice risk mainly ; transform risk display and means the risk appeared in order to change and manage various kinds of required management ideas of the means , management way , and in order to meet the needs of erp system , revitalize risks of organizing brought to institutional framework and business procedure ; control project risk display to implement cycle lengthen , implement cost increase , implementation quality and implement result up to goal preconcerted ; human resources risk show as lack effective consultant of implementation , lack the risk with staff of the implementing ability mainly 技术风险主要表现为软件选型错误以及系统供应商的选择风险；变革风险主要表现指为改变管理手段、管理方式所要求的各种管理观念转变所出现的风险，以及为了适应erp系统的需要，对组织结构以及业务流程进行重新调整所带来组织风险；项目监控风险主要表现在对实施周期延长、实施成本的增加、实施质量以及实施效果没有达到预定的目标；人力资源风险主要表现为缺乏有效的实施顾问指导、企业缺乏具有实施能力的员工的风险。
The first part studied mass customization influence business enterprise logistics ; mass customization make the business enterprise to face managements of two directions ; the necessity of establishing the professional logistics section , the management of supplier ; and the necessity of establishing the strategy colleague relation with supplier and the system of logistics technique support . the second part brought up to purchase just in time ; studied the weakness of tradition purchase ; gave out concrete strategy and steps on purchasing just in time ; and brought up three stock mode . in production logistics of mass customization mainly gave out the support techniques of the production logistics ; researched the delay - logistics technique ; and gave out its mathematics model . at sell logistics part studied interaction of between sell mode and logistics and analyzed how to handle the data of the sale logistics and operate sale logistics 本文第一部分研究了大规模定制对企业物流管理的影响，在这一部分中探讨了大规模定制使企业的物流管理向两个方向发展、建立专业物流管理部门的必要性、供应商的选择与发展及管理、必须与供应商建立战略伙伴关系、大规模定制的物流技术支持体系。在本文的第二部分提出了准时采购，探讨了传统采购的问题，给出准时采购的具体策略与实施步骤，并提出了适合大规模定制的三库储存模式。在大规模定制的生产物流部分，主要给出生产物流的支持技术，并重点研究延迟物流技术并给出其数学模型及运作模式。
As for the enterprise that needs logistics services , in order to successfully outsource the logistics business , 4 steps should be followed suggested in this thesis , including internal decision analysis , selecting the tpl suppliers , signing logistics outsourcing contract , and finally , carrying out the contract and improving the management 对物流需求企业而言，若要成功实施外包，本文建议按四大步骤进行外包。首先是企业内部的决策分析。接下来的便是第三方物流( tpl )供应商的选择。
There are more optional for supplier sourcing and supplier capability improvements . this paper focused on how to making sourcing and improving supplier capability by supply chain management of oem . first of all i brief introduced scm theory particularly on the definition , supplier sorting and sourcing in this paper , then analyse the characteristics of scm in auto industry and the details of caf scm and procedure of supplier sourcing , finally i introduced the methods of supplier capability improvement by caf scm and the counter measure for supplier to capability lift in quality , technology , cost and delivery 首先，本文对供应链管理的相关理论特别是供应链的定义、分类、供应商的选择等进行了介绍，随后对汽车行业供应链管理的特点进行了分析，之后详细介绍了caf的供应链管理体系以及与供应链管理有关的管理系统，从caf对供应商在技术能力( technology ) 、质量( quality ) 、成本( cost )以及物流( delivery )等四个方面的要求详细地提出了在caf供应链管理体系下对供应商的选择( sourcing )体系，对于供应商能力的提升本文主要就caf对供应商在上述四个方面的提升手段进行了详细介绍和分析，同时根据供应链管理的要求以及笔者的供应商管理的实际经验提出了供应商自身能力提升的对策供本地供应商参考。
